Lynda Menge

• Managed, coached, and developed a team or teams of experienced engineers and engineering managers in roles with moderate complexity and risk, responsible for building high-quality capabilities with modern technology
• Ensured adherence to the banking platform architecture and met non-functional requirements with each release
• Partnered with, engaged, and influenced architects and experienced engineers to incorporate Wells Fargo Technology technical strategies while understanding next-generation domain architecture and enabling application migration paths to target architecture, for example, cloud readiness, application modernization, and data strategy
• Functioned as the technical representative for the product during cross-team collaborative efforts and planning
• Identified and recommended opportunities for driving escalated resolution of technology roadblocks, including code, build, and deployment, while managing the overall software development cycle and security standards
• Determined appropriate strategy and actions to act as an escalation partner for scrum masters and the teams to meet moderate to high-risk deliverables and help remove impediments, obstacles, and friction while encouraging constant learning, experimentation, and continual improvement
• Built engineering skills side-by-side in the codebase, conducted peer reviews to evaluate quality and solution alignment to technical direction, and guided design as needed
• Interpreted, developed, and ensured security, stability, and scalability within technology functions with moderate complexity, as well as identified, managed, and mitigated technology and enterprise risk
• Collaborated with, partnered with, and influenced Product Managers/Product Owners to drive user satisfaction, influence technology requirements and priorities in the product roadmap, promote innovative and intelligent solutions, generate corporate value, and articulate technical strategy while advocating agile and DevOps practices
• Managed allocation of people and financial resources to ensure commitments were met and aligned with strategic objectives in technology engineering
• Hired, built, and guided a culture of talent development to have the skills required to effectively design and deliver innovative solutions for product areas and products to meet business objectives and strategy, as well as conduct performance management for engineers and managers
• Drove observability/telemetry nonfunctional requirements with development partners

• Led the development of foundational AI platforms and critical infrastructure components, positioning Wells Fargo as an industry leader in AI innovation within the financial sector
• Architected and implemented an enterprise-wide AI framework that balanced rapid innovation with risk management, enhancing customer experiences and improving employee productivity
• Spearheaded the integration of open banking principles with AI technologies, establishing the technical foundation for the next-generation AI-powered banking products and services
• Skills Demonstrated: Strategic AI Implementation, Open Source Data Science, Responsible Technology Practices, Cross-functional Collaboration, Financial Technology Innovation, Ethical AI Development
• Impact: Our Engineering Team members were crucial in positioning Wells Fargo as a leader in AI adoption within the financial services industry

I was a key player helping to deliver outstanding work for our Responsible AI clients. Some of the areas I worked in included:

• Developing and implementing AI models and solutions, focusing on ethical and responsible practices.
• Detecting, evaluating, and applying relevant RAI dimensions (bias, fairness, robustness, explainability, etc.) in AI systems; work on mitigating the identified risks. Supporting client sales conversations and
• Optimizing and maintaining existing AI systems for enhanced performance and adherence to ethical standards.
• Participating in the full AI development lifecycle, including data preparation, design, coding, testing, deployment, and support.
• Contributing to developing internal guidelines, best practices for responsible AI development, and technical training.
• Staying updated with current AI trends, ethical considerations, and technological advancements
• Documenting AI development processes and maintain a transparent record of decisions and methodologies used.

Coached and guided seven squads, teams built databases as service products in Amazon AWS and Microsoft Azure. Using a Kanban board, a support team is needed to resolve issues, incidents, and bugs.

• Coached the global unified database services organization that provided end-to-end delivery of database products, engineering, and operations for BP. Building DBaaS products and services in Microsoft Azure, Amazon AWS, and On-Premise. Assessed and organized seven teams' delivery processes and cadence to effectively deliver against our objectives. ARROW team was building an innovative project where drones fly over oil wells in the Panhandle of Texas and send algorithms to their work.

• Worked with leaders to establish Scrum Team governance framework, including schedule and scrum ceremonies, evaluated sprint execution velocity, and measured team performance.

• Ensured that managed projects and results were delivered according to plan and that the appropriate methodologies were in place to monitor project execution.

• Helped Scrum Masters manage impediments, escalations, and problem resolution.

• Analyzed development and agile processes and outcomes to identify root causes & drive opportunities for improvement.

• Identified agile anti-patterns and coached teams to promote agile best practices and self-directed teams.

• Developed and maintained processes to meet our business objectives.

• Tracked metrics across the organization and delivered reports and analysis.

• Demonstrated proficiency in team leadership, decision-making, and presenting to large groups.

• Strong understanding of software development lifecycle approaches and analytical skills.

• Excellent interpersonal skills and ability to work in cross-platform, cross-cultural environments.

• Led multiple Agile Release Trains (ARTs) consisting of 8-12 agile teams each, coordinating dependencies and ensuring alignment with strategic business objectives
• Facilitated PI Planning events, Scrum of Scrums, and Program Board meetings to drive program execution and manage cross-team dependencies
• Coached Product Management, System Architects, and Business Owners in SAFe practices and principles to optimize value delivery
• Implemented metrics and KPIs to measure program progress, including program predictability measures, feature cycle time, and business value delivered
• Organizational Impact: Reduced time-to-market for new features by 40% through improved program coordination and dependency management