Brian Hadley

As Chief Product Officer, I drive the strategic vision, development, and market success of innovative products, aligning cross-functional teams to deliver customer-centric solutions that fuel business growth.

• Crafted and executed product vision and strategy in alignment with company objectives, leveraging market knowledge and customer insights to identify growth opportunities and emphasize significant features.
• Championed a data-driven decision-making culture throughout teams, optimizing collaboration and innovation, and achieving a 25% increase in user retention.
• Developed and executed project and programmatic processes to guarantee timely delivery of roadmap items.
• Managed product lifecycle process including requirements gathering, design, development, testing, and deployment.
• Managed and administered P&L responsibilities for development, design, and quality assurance teams.
• Coordinated release planning activities including feature sets, launch dates, marketing campaigns.
• Managed the design and product teams.

Directed global software deployment for major enterprise clients including Daimler, Nike, Hilti, and Zeiss.

• Facilitated workshops designed to educate stakeholders about best practices for managing programs successfully.
• Developed and implemented comprehensive program management plans, incorporating strategies for risk mitigation and contingency planning.
• Managed program budgets and timelines, ensuring projects stayed on track and within allocated resources.
• Guided the strategic planning and goal-setting process for programs, aligning initiatives with organizational vision and priorities.
• Managed internal, external client and business partner relationships.

As co-founder of RippleWorx, I was responsible for building the project management office, and I owned the product ownership role as we grew from a startup into a small company.

• Created, implemented, and collaborated with teams across departments to develop effective strategies for executing programs.
• Constructed and formalized processes for project management office and product development initiatives.
• Developed project plans, identified risks, set objectives and monitored progress towards completion.
• Successfully managed and delivered on multi-million-dollar government projects.
• Created reports for senior management, highlighting key milestones achieved throughout the program lifecycle.
• Managed sprints and monitored progress against project timelines.
• Developed process documentation related to the product life cycle management.
• Delivered guidance on best practices in Agile, Waterfall, and hybrid software development and project management processes.
• Defined user personas and user stories to guide product development and ensure user-centric design.
• Managed the project, design, and engineering teams, with 10 direct reports.

As the Design Team Operations Lead, I was responsible for supporting the project and programmatic efforts required by the engineering team to ensure the successful integration and build of flight termination kits within missile systems.

• Built standard operating procedures to fall in line with the systems engineering V model, to ensure in-scope, on-time, and repeatable practices.
• Collaborated with other departments to ensure that all operational requirements were met on time.
• Provided support in developing strategic plans for improving team performance.
• Created weekly and monthly reports on team performance, productivity, and overall results achieved.
• Implemented new operational procedures, resulting in an increase in process efficiency.
• Managed the ERC engineering team.

As a Senior Project Manager, I supported the global implementation of Talent Attraction and Talent Management software with large enterprise clients.

• Developed comprehensive project plans to be shared with stakeholders.
• Coordinated resources across multiple departments and teams to ensure successful completion of projects.
• Maintained up-to-date records for all current and past projects.
• Coordinated internal resources and third parties and vendors for the flawless execution of projects.
• Monitored progress of projects against established timelines and budgets.
• Provided training sessions to staff on new processes or systems related to projects.
• Acted as a mentor to junior project managers and other staff.

Supported the CEO and President with program coordination and special projects, including production-related initiatives for headquarters operations.

• Directly support day-to-day functions, administrative functions, and other daily needs of the CEO and President of ERC, Incorporated.
• Execute the project as directed by the President or CEO, while updating them on the project status.
• Worked with Program Managers to support the tasks that needed to be accomplished for Headquarters Operations to provide best-in-class service to our customers.
• Lead or key member of the following complete projects: Emergency Disaster Program, Mobile Employee Database, Program Managers Handbook, creation of a new website, and creation of a blog.
• Coordinated cross-functional teams to support contract phase-in activities, improving operational readiness.

Supported daily logistic functions for the Missile Flight Test (MSM), including but not limited to property accountability, ammo transportation, receiving and delivering, warehouse management, and helped maintain a GSA motor vehicle fleet.

• Maintained and tracked $100 million worth of government equipment to meet the needs of the Redstone Test Center.
• Established a property accountability process that solved the ongoing issues with Hand Receipt property at MSM.
• Created and maintained a working warehouse to meet the requirements of the government and contract employees.
• Organized and reported on the turn-in of property due to the buildup of excess property at MSM over the past 30 years.

Provided critical testing support to the Missile and Sensors Test Directorate at the Redstone Test Center (RTC).

• Created Access and Excel databases, and other tracking tools, to help track project progression throughout the testing process.
• Integrated Project Team (IPT) members established policies due to a major reorganization affecting testing among the three Directorates at RTC.
• An IPT member on an LSS team fixed the issues of project closeout and cost reconciliation that were affecting RTC.
• Recommends Test Officer assignments, tracks project costs and performance, and reports to senior management.

Executed critical and necessary closeout of government contracts in the U.S. Army Space and Missile Defense Command.

• Tracked and monitored numerous U.S. Army contracts, while using my strong communication skills to effectively engage government contract monitors, contractors, and vendors.
• I saved government resources and efficiently accounted for all contract closeouts that I processed within the schedule.
• Cleaned and updated critical databases for SMDC's contracting team.