Kylie Stephens

• Managed 3 direct reports, including one in Ireland
• Updated and rolled out Neotek's Agile Processes
• Supported my teams and direct reports through regular 1:1s and working toward their goals
• Partnered with the Director of Product to Design to put on a persona workshop for the PMs

• Managed a multidisciplinary team including designers, software engineers and QA
• Oversaw project scheduling, supporting the development team through project phases while ensuring quality, collaboration and communication
• Built and evolved and effective team by identifying resource needs and providing developmental opportunities for employees to reach their potential
• Interim-manager to the Core pod for 6 months, taking on 5 direct reports
• Facilitated regular communication with the project team and coordinated dependencies with external partners
• Established and assigned work from defined project goals, achieving deliverables by managing the team at a project level
• Organized and facilitated sprint planning, daily scrum, sprint refinement and sprint retrospectives within an Agile development framework
• Increased velocity by 27% within the first 6 months
• Implemented support guidelines for a one team support channel and supported building out a 24/7 support model for the Neotek organization
• Spun up the Lifestyle AI Council and successfully led first workshop

• Managed 1 direct report
• Developed and managed the Go to Market launch process for all iGaming games, products and tentpole promotions
• Oversaw the launch of 3 new products, 7 games and 18 promotions
• Implemented a global Casino GTM calendar for all marketing channels to reference for upcoming launches
• Determined the level of support needed from marketing channels for each launch
• Scheduled and lead GTM meetings with all growth marketing channels, development, product and VIP hosts
• Increased site traffic by 12% by leading the effort to build out and maintain the DraftKings Education Hub and House Hospitality Blog
• Managed and oversaw Education Hub content and roadmap
• Increased efficiency in completing How to Play videos by 68% by implementing processes with the creative team
• Managed all partnership relationships with the partnership team and market access casinos
• Increased acquisition by 13% by driving promotions on-site including VIP Blackjack tournaments, celebrity hosted events, sweepstakes and on-site specific promotions
• Increased promotion engagement by an average of 23% by implementing physical prizes to Casino promotions
• Created and oversaw process for prize fulfillment from start to finish
• Created onboarding decks and processes for all new hires

• Responsible for process documentation for all iGaming teams including operations, game design, compliance and marketing
• Implemented processes or improved process for all iGaming teams to account for scale and efficiency
• Managed all projects for all internal iGaming teams including onboarding new manufacturers, game design and launches of new third party games

Spearheaded the ITR (International Transfer Request) program and formalized processes

• Managed 7 direct reports in key regional offices located globally
• Worked with resources outside of the ITR team (Quality, Business Development, Test teams, Executives) to ensure reports flowed through on time with minimal Issues
• Improved EMEA SLAs for BMM's largest client from 0% to 88% in 5 months
• Increased Asia SLAs for BMM's largest client from 12% to 96% in 5 months
• Directed ongoing communications with global offices; including hosting at least 2 global calls per week as well as additional meetings with individual offices as required
• Successfully deconstructed complex projects into actionable activities to delivery projects on time, on budget, maintain BMM's commitment to delivery, and deliver and surpass client expectations
• Provided training on tools and proper tool use to all BMM offices worldwide
• Developed and enforced best practices and processes for Global ITR teams Including report and report package preparation, followed all Quality process, and ensured compliance with International jurisdictions
• Provided ongoing coaching to direct reports, including setting goals and objectives, writing reviews, and held regular meetings to review process
• Proactively sought business process improvement using new technologies and identified areas to reduce cost and improve efficiency in the business environment
• Implemented internal and external postmortem reviews and reports on projects to gather feedback for future improvement
• Introduced kickoff meetings for all new projects going to new jurisdictions, involving a new game or platform to mitigate risk of missing key information late in the process that could cause delays
• Participated in QBR (Quarterly Business Reviews) with clients to discuss ITR program and gather client feedback for improvement
• Scaled the ITR process to support growth and maintain consistency of quality and on-time delivery
• Determined additional staffing needs for global teams as required by analyzing workload, past submissions and other factors
• Worked with Business Development to determine realistic SLAs and costs for all new contracts

• Created, maintained and monitored project plans, KPI data, schedules, work hours, budgets and expenditures
• Organized, attended and participated in stakeholder and client meetings
• Prepared necessary analysis and presentation of materials for meetings, and monthly and quarterly business reviews
• Ensured all project deadlines were met
• Handled communication from Testing Managers, Business Development and Clients
• Ensured projects adhered to frameworks, processes and that all documentation in maintained appropriately for each project
• Successfully managed anywhere from 10-20 projects at any given time
• Assessed and communicated project risks and Issues, and provided solutions where applicable
• Ensured stakeholder and client views were managed towards the best solution
• Assisted In building out a project management tool for the project management team and testing managers

• Transitioned Product Development department to scrum process
• Successfully supported 3 scrum teams at any given time with tool support, tool documentation, best practices and team building
• Ensured cross-functional planning of stories to include Development, Quality Assurance and Product Owners to gain most accurate estimates
• Planned against hard dates utilizing a mixture of scrum and waterfall methodologies
• Facilitated daily stand ups, sprint planning, grooming, retrospectives and kick-off workshops for upcoming work
• Worked with floating resources (Compliance, BA, UX) to make sure they had requirements necessary to complete their work prior to development teams to ensure they were not blocking progress
• Introduced 'Brown Bags' to cultivate a knowledge sharing culture
• JIRA Administrator for company (US and UK)

• Spear-headed Engineering department transition to smaller pods and agile approach to software development
• Successfully supported 4-6 scrum teams at any given time with tool support, toolchain documentation, best practices and team building
• Organized cross-functional release planning to include Development, Quality Assurance and Product Management to ensure correct priorities from business perspective and show more realistic timelines for feature completions
• Created a 'release board' with pod release plans for each sprint leading up to release in order to be transparent to upper management
• Implemented 'Scrum of Scrums' to increase cross-team communication and a forum to discuss dependencies, risks and department issues
• Facilitated daily stand ups, sprint planning, scrum of scrums and retrospectives
• Introduced sprint level retrospectives and tracked feedback and action items to ensure completion
• Worked with Product Management to start forecasting what features will be completed by the release and when to start managing expectations to upper management
• Tracked all defects coming into sprints that disrupted planned work to visualize why work wasn't be completed

• Direct end-to-end projects, including software updates, new features releases, and a major software merge in an agile environment
• Initiated regular cross-functional team communication for Development, Quality Assurance, and Product Management to streamline processes and decrease interruptions
• Implement process improvements to increase efficiency, including rolling out new scrum teams, standardizing processes for ASAP reporting, and developing workflows for specific tasks and positions
• Developed and implemented use of new check lists for release cycles that decreased defects from 70% to 52% in first two months and to 31% after just four months
• Assisted in creating guidelines for new internal software (i.e., JIRA) to ensure smooth transition
• Lead the weekly status update meetings, increasing their efficiency by implementing use of burndown charts, and draft weekly status reports to submit to executives
• Initiated use of KPIs and scorecards to help company quantitatively measure progress
• Invited to participate on the 'Unification' team, the company's largest project to date, based on demonstrated ability to learn quickly and overcome obstacles
• Collect and analyze statistics to make data-driven recommendations to executives to increase productivity
• Worked effectively in fast-paced environments.
• Self-motivated, with a strong sense of personal responsibility.

• Handled various end-to-end website and software development projects for Carpool's biggest customers such as Facebook, T-Mobile, Eaton, and Microsoft
• Demonstrated ability to efficiently multitask, aptly leading weekly status meetings, reviewing ongoing design changes, monitoring budgets, and giving clients realistic expectations regarding budgets and opportunities
• Developed streamlined, repeatable, and trainable processes for onboarding all new employees
• Selected as to oversee rebranding of Service Business Desk (SBD) help desk to a global contracting office that would position company as a leader for global contract implementation training
• Updated training decks and helped update training manual that saved $200K in excessive employment cost
• Promoted to a Piraeus lead, overseeing scheduling, processing paid time (PTO) requests, and personnel issues
• Developed and delivered actionable business presentations, program and KPI status updates to executives
• Designed and initiated use of 'flip book' for investors to use during new house walkthroughs to streamline the design process

• Worked with stakeholders to develop events and community outreach opportunities for up to 50 people that helped brand the company, overseeing all project logistics and social media initiatives
• Developed new processes for event planning, including budget tracking, that generated significant cost savings
• Steered efforts to produce best practices reference manual regarding business processes
• Recommended a 60-day advance notice policy for advisor events to reduce the risk of late paperwork submissions and delayed corporate approval, which was adopted wholesale by the executives