Manager of managers role, responsible for all engineering & app support. Partnering with other department leaders and stakeholders, identified and prioritized opportunities to increase revenue, maximize operational efficiencies, and to delight the customer.
Initially identified department struggles of quality, process break-down, lack of clarity, silos, and team members’ feelings of constraint. Proposed and successfully executed a plan that addressed these issues.
With a focus on quality, established modern testing practices, and review process to ensure all modified code was tested and reviewed for safety and quality. Creating alignment with team members, critical issues decreased by 1,200% in the first year.
Bringing skills and experience, established strong Agile practices (Paired/Mob Programming, TDD, & Scrum) that enabled the teams to deliver higher quality software at exceptional rates. Quick adoption was achieved by unifying team members on goals. Empowering team members to have a voice in the process created a sense of ownership that fostered high levels of engagement.
Opened up channels of communication by removing barriers to enable engineers to directly interact with business partners ensuring the teams were delivering the value needed. Daily communication provided clarity on the problem and how it was being solved. This resulted in delivering business value while minimizing rework creating higher throughput.
Silos were torn down by embedding all roles into the teams. Product Owners, Software Engineers, Test Engineers, worked side-by-side to ensure sprint goals were achieved. Deliverables weren’t thrown over walls. Instead, resources were pooled within the team to produce a deliverable increment.
Established DevOps practices by utilizing modern tools and approaches to achieve Continuous Integration and Continuous Delivery. Modernizing this process made frequent releases routine, while reducing downtime and post-deployment issues.
Manager of managers role, responsible for all engineering & app support. Partnering with other department leaders and stakeholders, identified and prioritized opportunities to increase revenue, maximize operational efficiencies, and to delight the customer.
Initially identified department struggles of quality, process break-down, lack of clarity, silos, and team members’ feelings of constraint. Proposed and successfully executed a plan that addressed these issues.
With a focus on quality, established modern testing practices, and review process to ensure all modified code was tested an reviewed for safety and quality. Creating alignment with team members, critical issues decreased by 1,200% in the first year.
Bringing skills and experience, established strong Agile practices (Paired/Mob Programming, TDD, & Scrum) that enabled the teams to deliver higher quality software at exceptional rates. Quick adoption was achieved by unifying team members on goals. Empowered team members to have a voice in the process created a sense of ownership that fostered high levels of engagement.
Opened up channels of communication by removing barriers to enable engineers to directly interact with business partners ensuring the teams were delivering the value needed. Daily communication ensured clarity on the problem and how it was being solved. This resulted in delivering business value while minimizing rework creating higher throughput.
Silos were torn down by embedding all roles into the teams. Product Owners, Software Engineers, Test Engineers, worked side-by-side to ensure sprint goals were achieved. Deliverables weren’t thrown over walls. Instead, resources were pooled within the team to produce a deliverable increment.
Established DevOps practices by utilizing modern tools and approaches to achieve Continuous Integration and Continuous Delivery. Modernizing this process made frequent releases routine, while reducing downtime and post-deployment issues.