Director of Application Development October 2020 - Present
Navient Solutions LLC
This role has been a mix of leader of leaders and front-line contributor management. In this role I have overseen engineering and app support, and collaborated with other departments and stakeholders to prioritize, and deliver business value to boost revenue, meet contract obligations, and increase customer satisfaction.
Contingency Collections (Gila Municipal Services Bureau & Pioneer Credit Recovery)
Spearheaded the agile transformation for two ETL teams, enhancing efficiency and collaboration.
Implemented and optimized build and deployment pipelines, streamlining development processes.
Consolidated multiple lines of business and teams, driving unified strategy and improved performance.
Gila Tolling (Ohio River Bridge)
Led the strategic shutdown of a contract and associated team, ensuring seamless transition and minimal disruption.
Professional Account Management (Puerto Rico Toll Roads)
Managed front-line contributors, overseeing build and deployment pipelines, release management, and compliance, delivering robust and compliant solutions.
Provided technical oversight and coaching for less experienced team members.
Director of Software Engineering Mar 2017-Jul 2020
Seven Corners, Inc
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.
Software Engineering Manager Jun 2016-Mar 2017
Seven Corners, Inc
Led the team of software engineers responsible for building and maintaining all custom software applications. Developed and delivered division initiatives, managed people, and process improvements. Made hiring and firing decisions to build a culture of passionately curious people.
Software Engineer IV Aug 2015-Jun 2016
Seven Corners, Inc
Developed “move to the cloud” and high availability architecture for Seven Corner’s core processing systems and retail website.
Director of Technology Oct 2014-Jul 2015
The Dodson Group, Inc
In addition to responsibilities for all Information Technology (systems, personnel, processes, and strategy), was a key member of the corporate strategy team.
Software Development
Managed the ALM/SDLC for the flagship SaaS application built with agile methodologies. Utilizing industry best practices, we were able to react quickly to the needs of the market and deliver value at every increment of our Scrum iterations. Managed outside vendors to assist in major rebranding and UX enhancement of the platform, which resulted in on-time, on-budget project success.
Software Implementation & Support
Managed the teams responsible for the seamless onboarding and technical support of new clients onto the e-procurement platform. By meeting with customers and diving into their needs and struggles, we successfully onboarded each client with high customer satisfaction.
Technical Services
Managed all aspects including data center operations, helpdesk, software licensing, reporting, monitoring.
Information Technology Manager May 2012-Oct 2014
The Dodson Group, Inc
Player/Coach role now leading the engineering process while continuing to contribute at the architect and engineering levels. Additional responsibilities included people/process management, managing application support.
Software Architect Jul 2005-Oct 2012
The Dodson Group, Inc
Architected and built the flagship eProcurment SaaS platform now known as SpendBridge. Responsible for the design, integration, implementation, and deployment of a .NET web application. The application utilized ASP.NET WebForms, MVC, MS SQL Server, deployed to our highly available co-lo data center.