Moving from Outputs to Outcomes.
More than “replace AS400 green screens with modern web apps,” I coached the revenue business leadership to share the big picture goals rather than task-based outputs. One goal: 60,000 price changes compared to their current rate of 4,000 price changes. Outcome(s): the new price changes worked out so well new controls were needed slow down the changes.
Transforming from Waterfall to Agile.
I transitioned two large teams (9+) from PMO-led waterfall project plans into agile scrum within a SAFe environment. Outcome(s): Within one week the teams estimated their work and demoed functionality to key business stakeholders.
Tools and Training. To scale from 12 to 25 teams of 9+ each I focused on training teams in JIRA industry best practices. I managed a JIRA administrator and met with teams to understand their needs and showed them how to do it with out of the box functionality. Outcome(s): one admin to support and provide training for 700+ users.
Team Growth and Center of Practice.
Led the agile managers by creating templates and unified forms for them to use with their teams, structuring quarterly planning for the entire IT division. Outcome(s): colleagues surveyed said the templates made for the best planning to date.
Launching Great Experiences.
During my time at Viacom, I launched Play-along Videos, a first-of-its-kind interactive experience on Noggin iOS and grew these capabilities to Android. The goal shifted from launching in Noggin iOS to growth at scale, focused on functionality for existing and new platforms while not overpaying for backwards compatibility. Outcome(s): After Play-Along Videos launched, new player and interactive episodes resulted in 3x more views than traditional episodes and 2x more screen time than traditional episodes.
Making Products Easier to Use.
I made the decision to bring on a UX designer to improve the tool’s usability and a customer success manager to train teams to use it. Outcome(s): With new usability changes and training guides, a new creative group to develop pitch-ready content over a weekend.
Building Scalable Products.
With guidance from technology leadership, I pivoted the product to use a new platform that consolidated the code bases. Outcome(s): 90% reduction in production costs for repeatable content development and 80% reduction in new feature development costs.
Meeting Customer needs.
I met with internal research and analytics departments to understand how and where the audience engages with content and determine what changes would make a difference. Insight: preschoolers only engaged up to 12 minutes, regardless of the length of the videos. Outcome(s): validated insight that creative production could make shorter videos at lower development time (< 15 mins) and at lower cost (<50% less).
Operational model definition.
In the first 2 months, the project grew from ~30 to over 200 team members. I was responsible for onboarding product and development teams, training them on Agile processes using SAFe methodologies. Outcome(s): GS went from no bank charter to booking a compliant production loan in industry-record time (less than 9 months).
Tech Delivery Process and Reporting.
I led the setup and installation of JIRA workflows using existing GS processes, enabling a macroscopic view of the 100+ engineers assigned to the initiative each week. I worked with managers to estimate expected velocity, forecasting not only with past data but also “future” data from staffing plans to inform predictions Outcome(s): Leaders had a consistent report for delivery evaluation with more accurate forecasting.
Risk Mitigation and Change Management.
Each week, I identified, escalated and posted change requests from the product team that could impact the launch date. To prevent slippage, I updated the executive management with the potential impact to the schedule to determine next steps. Outcome(s): Leadership could make decisions to reduce scope so the project could launch on time.
Reported to the VP of Portfolio Management, with specific responsibilities for process design/implementation, resource planning, tech delivery.
Launched Projects from Initiation to Completion
Noggin Android, TVOS (Apr - Sep 2015)
Noggin iOS, SVOD service (Oct - Mar 2015)
Neopets Sale, Viacom to JumpStart (Feb - Sep 2014)
Nick App for Google Play (Jan - Mar 2014)
Nick App for Amazon Store (Jul - Dec 2013)
Worldwide Day of Play 2013 web site launch (Jun - Sep 2013)
Nickelodeon’s Kids’ Choice Awards (Dec - Mar 2013)