Visual Project Management Lean/Agile Development Strategic Planning

My passion is delivering products and services that wow and delight customers.

Curriculum vitae

I report to the Director of IT Delivery.

I manage 6 scrum masters and am responsible for:

Gluing IT Together. During COVID, I led my team and IT organization through virtual PI Planning. They led 31 teams, reading out to IT executives (VP and above) and 250+ employees each quarter. Outcome(s): I evolved the organization’s framework from 5-group department reviews to one IT program review. Teams now share quarterly workloads, goals, risks, and confidence levels.

Agile Growth. I grew IT's agile presence from 2 scrum masters to six scrum masters in 6 months. I standardized the reporting and team health for executive audiences. Outcome(s): My team has shortened stakeholder feedback from six months to two weeks. I shortened PMO reports from 12 pages to 1-page. This reduction has increased executive and senior business stakeholders’ satisfaction.

Manager, IT Delivery - Agile (2019-2021)

I reported to the Director of IT Delivery.

I stood up five scrum teams in shoreside products and shipboard operations. I was responsible for:

Transforming Ship Readiness for COVID. I designed and implemented real-time dashboards for senior IT leadership. These dashboards highlighted all critical systems before returning to service. Outcome(s): Over 22 cruise ships returned to service in 12 months. The previous ship readiness benchmark: one ship per month.

I reported to the SVP of Noggin Product and UX.

I was responsible for:

Launching Great Experiences. I launched a first-of-its-kind interactive experience on Noggin iOS called Play-along videos. After launch, I grew these capabilities to Android. Outcome(s): Our analytics team reported 3x more views than traditional episodes. They reported 2x more screen time than traditional episodes.

Making Products Better, Faster, and Easier to Use. I hired a UX designer to improve the tool’s usability. I also hired a customer success manager to train teams to use it. Outcome(s): Our production teams reported a 7x reduction in onboarding time for new users. Our engineering team reported a 5x faster development time and cost reduction.

Saving the Company Money. I pivoted the product to use a new platform. That platform consolidated three codebases (Mac OS, iOS, and Android) into one. Outcome(s): Two production teams reported 90% cost reductions for repeated content development. The product team experienced an 80% reduction in new feature development costs. This improvement allowed for 4x more content and features with the same time and budget.

I reported to the VP of Tech Delivery.

I was responsible for:

Operational model definition. The project grew from ~30 to over 200 team members in the first two months. I onboarded 4 product and development teams. I trained them on our SAFe framework and the reporting systems for tracking work. Outcome(s): Marcus had no bank charter in December 2015. Eight months later (August 2016), internal customers could book a compliant production loan. This speed to market was a record for a bank of its scale.

Risk Mitigation and Change Management. Each week I highlighted the schedule-impacting product requests to the executive leadership team. They reviewed these items against the Q3 2016 launch date so they could determine which to cut. Outcome(s): Executive leadership used my reports to cut specific scope areas. They moved these scope areas to operational processes (call centers). Moving them out allowed the project to launch on time.

I reported to the VP of Portfolio Management.

I was responsible for process design/implementation, resource planning, and tech delivery. Below is a list of launched projects.

Launched Projects from Initiation to Completion

AgencyRx (now DDB Health), NYC (2010-2012) Senior Project Manager: I led digital project management initiatives for pharma clients.

Experian, NYC (2007-2010) Project Lead. I onboarded new clients into Experian’s Cheetahmail email service platform.

Grey Direct (now G2 Direct & Digital, Inc.), NYC (2005-2007) Account Executive. I acted as a link between the agency's operations and the client's needs.

Curriculum vitae