Brian K. Reed

I retired early from my 22-year career at Do it Best to support my family during difficult circumstances. I was blessed to be able to take this important time and am now resuming my professional career

• Engaged with business units, Product Owners, users and vendors to deliver value through technology solutions across 9 company Divisions
• Transformed IT business analysis and application support in support of engagement strategy and strategic product teams in an Agile environment
• Led a team of 10 IT Business Analysts to partner with business leaders, Product Owners, and technology teams and maximize the value of IT projects
• Led a team of 6 IT Application Support Analysts with a change in strategy to align with Agile IT Product Teams and improve testing, supportability and results
• Provided direct IT BA action in support of projects and product teams during surge demand or absences
• Supported all Product Owners with Vision & Roadmap development, stakeholder & user engagement, Backlog management, value identification, story writing, acceptance criteria, testing & validation, and assessments
• Led through multiple, transformative change initiatives: alignment with business Divisions; transition from mainframe to cloud-based, real-time processing; Microsoft to Google for productivity tools; support to a replacement of core business operating systems (warehouse management, order management, core financials)
• Introduced synchronized end-to-end testing and automated testing for complex, multi-platform development to improve results
• Supported scaling with the Nexus framework as the company embarked on replacing core business operating systems; also familiar with SAFe and LeSS frameworks

• Led a team of employee and contract full-stack developers focused on delivering short-duration, high-value projects prioritized by Product Owners in business units in a high-tempo agile environment using Kanban & Scrumban
• Delivered over100 high-value, short-duration tactical projects in two years
• Part of the Agility Enablement Division, a PMO equivalent, coached business leaders on agile practices and helped delivery teams mature the implementation of Scrum and Agile practices
• Maximized use of contract team members to respond timely and effectively to sustained and emergent demand for IT development work in support of strategic initiatives
• Facilitated IT workspace improvements to improve team collaboration and results
• Introduced professional development initiatives with rotations onto product teams and month-long immersions with Support to broaden experience, understanding, perspective and relationships
• Coordinated an emotional intelligence workshop to improve interpersonal and team effectiveness

• IT Project Manager/Scrum Master for multiple simultaneous Product Teams developing Web and mobile-based applications on strategic priorities for item management, member store management and warehouse replenishment
• Coached each PO and Dev Team on Scrum process and role accountabilities; familiarized stakeholders and business leaders with Scrum principles and practices
• Facilitated all Scrum events and coached on activities such as Stakeholder Engagement, Backlog Refinement, Backlog Management, User Story writing, Acceptance Criteria, Inspection/Validation, Deployment Cadence, Release Planning, Value Identification & Assessment, building team trust, openness & respect
• Led team information radiator practices for backlog updates, story sizing, velocity, capacity planning, burndown using Trello, DevOps and Slack
• Removed impediments represented during Retros, Refinement, Planning or Daily Scrums
• Ensured shared specialists for UX, security, architecture, advanced database design were coordinated with functional managers at the appropriate timing for refinement, planning, testing and deployment
• Supported Product Owners with business case development and presentation for investment approval
• Provided weekly and monthly project status updates and maintained project budgets

• Led 4 regional distribution centers; each ranging from 380K to 550K sf; $18 to $20MM average inventory; and 70 to 120 employees, supporting a then-$3B business in the home improvement industry
• Implemented a Continuous Improvement Program across 8 distribution centers that improved supervisor-staff interaction, process standardization, facilitated 1-on-1 communication and training, and enhanced the overall working environment
• Implemented manager, supervisor and safety conferences to improve communication, share best practices, improve safety and foster professional development
• Helped develop and implement a renewed Safety Program across all 8 distribution centers: philosophy & guiding principles, safety conferences, Safe Work Instructions, safety investigations, safety audits, inclusion in annual incentive bonus
• Significantly improved environments and lowered injury rates, several centers achieved multiple injury-free years
• Supported cross-divisional projects across construction, technology, and operational preparations to build new distribution centers in Mesquite, NV and Sikeston, MO, and decommission the company’s oldest distribution facility
• Partnered with HR to implement an Incentive Bonus Program for hourly staff across the1,000-person Logistics Division

• Reshaped the online B2C strategy in the early 2000’s to best support corporate philosophy and goals for connecting online consumers to co-op member businesses and drive customers into the local stores for a then-$3B company with a co-op business model supporting 3,800 independently owned stores
• Marketing Division Product Owner, engaged with stakeholders and customers, set B2C vision and roadmap, prioritized for highest value, coordinated with IT for investment, resources, and development
• Expanded online order fulfillment from one to all company distribution centers then launched the Ship-to-Store in-store order pickup feature in 2002 - years ahead of the competition; used at more than 200 stores and generating approximately 5% of total sales within the first year
• Launched email marketing and search engine marketing programs to support local brand awareness and traffic
• Shifted nearly 10% more orders to local stores, in line with overall company strategy and philosophy
• Redesigned the B2C website in 2003 to reinforce local brand identity and drive more traffic to local stores
• Achieved consistent annual sales growth of over 20% to reach $2.8MM/year in 2004
• Oversaw contracts and management for specialized 3rd party development and hosting to ensure met company IT governance, standards, and procedures
• P&L responsibility as a separate business entity/LLC

• Developed and launched a global “Business-to-Engineer” technical marketing Web site for an international thermoplastic seals company, serving 13 industries
• Traveled to Germany, Italy, UK, and multiple US locations to engage with stakeholders, facilitate change, and conduct training for production release
• Prioritized features for the highest value to the company
• Managed 3rd party design and development team, including contract negotiation and completion
• Continued to support the distributed engineering project database for US locations

• Engaged with customers to understand needs, specify solutions, and resolve issues
• Developed and launched a distributed engineering project database (MS Access) for US locations
• Traveled to multiple US locations to engage with users, facilitate change, and conduct training

• Retired in Jan2021 as a Navy Captain (O6)
• Eight Navy Reserve tours as a Commanding Officer or Executive Officer leading a range of units and programs focused on supporting Programs and Missions for different active duty commands and all located in different geographic areas including Illinois, Indiana, Michigan, North Carolina, Georgia, Virginia, Texas, Utah, Alabama, and Washington, DC
• As a Navy Captain (O6), led a regional command of five geographically dispersed units and over200 highly skilled professionals providing technical intelligence for Commander, Naval Intelligence programs
• Led the re-organization of4 Navy intelligence Reserve units and over200 intelligence specialists supporting the Office of Naval Intelligence Farragut Technical Analysis Center from individual units into a regional headquarters unit and4 geographically dispersed intelligence production units focused on key missions
• As a Navy Commander (O5), over six years led three separate units each ranging in size from30 to70 Sailors with high technical skills in support of11 technical Intelligence Programs contributing to national and regional objectives
• Various Department Head positions and tours as a junior officer
• Mobilized from November2010 through October2011 to Joint Information Operations Center, Kabul, Afghanistan working in Current Operations
• Volunteered for the Joint Incident Assessment Team and completed four incident investigations with travel to remote incident areas
• Held TS/SCI with CI poly until retirement in January2021