Proven success in transitioning waterfall development to adopt an Agile Software Development Lifecycle using the Scrum Framework to bring a practical and empirical approach to managing software development.
Proven ability to lead and motivate high performance, cross-functional Development, BA, and QA teams of up to 20 people. With more than 15 years of industry knowledge and experience I am able to provide hands on leadership, as well as help employees achieve personal growth and development.
Strong history of leading the development of software with improved functionality and productivity, consistently meeting critical requirements, while staying current with technology and forward thinking in use of new technologies and best practices.
Cross-functional experience in gathering business requirements, software development, and IT infrastructure provide a solid foundation for delivering end to end technology solutions both internal and client based.
Heartland Payment Systems, Director, R&D
June 2009 - Present, Tempe, AZ
Drove the transition from Waterfall to Scrum/Agile as the Software Development Lifecycle to enable our product development to closely match the needs of the market place within our resource and budget constraints.
Organized .Net Development, QA, Documentation and Product Management teams into cross functional Scrum teams. Hired and trained Scrum Master and acting as Scrum Coach
Provided leadership to cross functional teams as both a technology leader and as a Scrum Master/Project Manager.
Implemented OnTime defect tracking and agile project management tools to manage our Scrum process and standardize defects across projects. Provided daily dashboard views to executive staff and other project sponsors.
Implemented continuous integration into all of product base using CruiseControl.Net.
Engaged in hands-on, in-depth analysis, review and design of the software, including technical review and analysis of source code. Included in-house developed code, as well as review of technologies provided by 3rd party vendors.
Neudesic, Engagement Manager
September 2008 - March 2009, Phoenix, AZ
Presales engineering and support; map areas of practice and technology to customers needs during sales process.
Gathering requirements for customer proposals, estimating and planning for projects. Responsible for writing Statements of Work and costs estimates for customer projects.
Contributing to Project Management Office direction including adoption of project tracking software and methodologies
Member of the Portals and Collaboration (SharePoint) Practice Council; setting direction for customer SharePoint Engagements.
Agile/Scrum project management, including teaching and championing adoption of Scrum in client environments.
Project Management of multiple simultaneous projects
Leads the development, implementation, and integration of solutions, including methods, techniques, and tools that increase the value of technology to Neudesic clients.
Directly responsible for project management duties, project team management, customer relationship management and overall customer satisfaction for each project he/she directly manages.
Cox Communications, Lead Software Engineer
June 2007 - September 2008, Phoenix, AZ
Managed team of Software Engineers including resource allocation to projects and delivery timelines
Scrum, migrated team of BAs, PMs, DBAs and Software Engineer to Scrum methodology. Trained staff in Scrum team participation. Trained PMs to perform Scrum Masters role
Implemented project tracking solution (BrightWork pmPoint) to enable automated status updates and give PMs the time to focus on the people and projects
Upgraded Windows SharePoint Server 2.0 to 3.0 and implemented MOSS 2007 Enterprise
Created a formal code review policy that include a two stage review by a Senior Software Engineer; not only increasing the quality of the product produced but creating an environment for 1 on 1 coaching of technical/development skills in a non-threatening safe productive manner