Randall Robbins

Managed operations for five projects: One GPS (10 members) for project setup; Three Sales Initiative (5-7 members each) for technical data gathering and roadmap creation; One Corporate (35 members) for organizing / tracking 2023 work and optimizing processes for 2024 execution.

• Streamlined project go/no-go decision making for three customer-facing sales operations projects by collaborating with workstream leads to build & propose project plans with lean-based Minimum Viable Product (MVP) / Proof-Of-Concept (POC) options built from SOW & staffing requirements
• Increased transparency of deliverable status by creating a new planning process that ties work prioritized to meet sprint goals directly to documented deliverables - thus making it easier to pull ‘actuals' data to generate reports
• Strengthened cross-functional alignment for 7 engineering team leads by creating an overlapping milestone vs sprint roadmap to visually identify development gaps and schedule dependencies as well as potential opportunities for the teams to exploit

Managed the US Product Team for 5 years, overseeing core COBOL→Java legacy migration product maintenance. Restructured larger team into 4 smaller “new asset” delivery teams (.NET, CA_Gen, IMS, CA_Gen_Windows). Ensured 3 successful go-lives by aligning cross- departmental client service project roadmaps.

• Ensured Product deliverables were on track to project teams by creating Milestone plans validated by leadership, establishing weekly team sync points to assess status, distributing product status reports to stakeholders, and expediting risks up the chain along with solution proposals
• Strengthened trust between leadership and product team by regularly delivering on time, working with asset leads to ensure missions are clear and work is prioritized, maintaining communications between project and quality management teams, and running productivity focused continuous improvement experiments
• Preserved morale by running team member check-ins, ensuring strengths are being utilized, providing opportunities to enhance skills, and empowering members to lead and take ownership of product features and initiatives

Drove cost reduction and team efficiency via User Story Mapping, sprint planning, and retrospectives. Facilitated seamless communication across stakeholders, engineers, designers, and analysts, ensuring project success. Collaborated with leads to design a Lean process for future development.

Elevated team efficiency and cost-effectiveness through Agile and Scrum integration. Enhanced leadership decisions with custom timeline and risk reports to communicate project status. Optimized operations and fostered productivity by streamlining file systems and creating essential document templates.

Enhanced stakeholder engagement and transparency through customized JIRA boards and reports, influencing strategic planning and decision- making. Reduced costs by scheduling stakeholder reviews, validating outputs, and aligning team priorities, thus optimizing project efficiency and minimizing waste.