Responsible for leadership of 50 person software development and support team including project management, quality assurance, business analysis, configuration management and database administration.Responsible for strategy and architecture for the company’s online credit card management products.Top IT leader in the division, reporting to Chief Operating Officer (COO).
·Running eight concurrent Scrum development teams against a web-based product-line used by over 140,000 organizations in the US and Europe.
·Work closely with architects and senior developers to define and enhance product architecture.
·Led internationalization and European launch of flagship product.
·Led Scrum process optimization that resulted in a 72% increase in completed projects (with only a 22% increase in resources) and a 42% reduction in “fix” releases.Higher throughput, fewer defects.
·Coaching and mentoring of managers and ScrumMasters: best practices, leadership, effectiveness
·Successfully implemented off-shore teams.
Director of Operations
Responsible for operational strategy and all technical operations including a 500 server data center, customer contact center, application support team, system and network engineering, telecommunications, end user support and 24x7 network operations center.
·Using lean principles and ITIL best practices helped the team improve help desk response times, application availability and customer service ratings.
·Earned TSYS President’s Circle Award for exceptional performance.Award is given to 25 of the company’s 7500+ employees annually.
·Managed division capital expense budget.Reduced budget by 29% over two budget cycles.
·Co-speaker at a 2007 CIO magazine conference.Co-authored and delivered presentation – “Best Practices for Building Business and IT Alignment”.
·Created and fostered an organization wide “Leadership Study” initiative that has increased the organization’s leadership and management skills.
·Major team initiatives completed:
oRolled out comprehensive virtualization strategy resulting in a much improved environment management capability and reduced future year capital expense budgets.
oImplemented a storage area network (SAN), improving application performance and reliability.
·Defined and managed security, audit and compliance strategy.
oLed organization to first successful PCI-DSS compliance assessment.
oCoordinated annual SAS-70 audit
oBusiness unit risk management coordinator
Chief Software Architect & Director of Software Engineering
Responsible for software architecture and design, development, and software support.Leadership responsibility for 28 person team, four custom built e-business products, the organization’s extract transform and load (ETL) engine and all corporate websites (internet, intranet and partner portals).
·Named inventor on pending US Patent (DN/20070294164) for unique automation solution in the card management space based on web services.
·Implemented a software engineering practices class based on Extreme Programming (XP) and object-oriented principles.Reading, discussion and class projects were used to raise the software engineering competence of the team.
·Created the architecture and design of a web service that enabled a new line of business for ProCard.Product was selected by CIO magazine as one of the Bold 100 projects for 2004.
·Led a cross functional team of developers, system engineers, network engineers, support personnel and project managers to improve application performance on a legacy application.
oBaseline user experience improved over 1.5 seconds for a three page click path.
oTeam lowered software support tickets by 5% in nine months while usage of the applications more than doubled.Application errors were reduced by over 25% during the same period.
·Launched a Service Level Objective/Agreement (SLO/SLA) monitoring and reporting initiative.
·Worked daily with product managers, team leads and project managers to define annual product strategy and objectives.
Software Development Manager
·Led the transition of a 10 person development team with a track record of under delivering to one of the higher performing teams in the organization.
·Focused the team on the agile principles of smaller deliverables and high customer interaction & communication. Resulted in a transition of the company’s ETL engine from an organization-wide source of concern to a product with a positive, reliable reputation in only 14 months.