Shane Sargent

• Directed engineering strategy execution and talent development across USRM finance technology, managing 15 direct reports in software engineering, solutions engineering, and QA.
• Spearheaded permanent reorganization of billing organization into 11 capability-based teams, enhancing end-to-end ownership and accountability.
• Spearheaded billing modernization initiative, consolidating over 50 legacy applications and 30 modern billing services into a cohesive ecosystem.
• Assisted in achieving modernization goals with a focus on $15.7 million in total cost of ownership savings by 2028. Supported efforts to reduce financial operations costs by 10%. Contributed to accelerating speed to market for new features by 50%.
• Implemented rolling wave planning and OKRs as the standard operating model for billing portfolio management.
• Developed portfolio framework for roadmap prioritization, milestone planning, and capacity-based forecasting.
• Formulated and executed portfolio AI strategy while acting as a powertrain ambassador to empower 16 teams in adopting AI-driven software delivery practices.
• Transformed innovation into a continuous engineering discipline by implementing the Popcorn Framework, enhancing the speed of transitioning ideas from ideation to experimentation and implementation during sprint execution.
• Enhanced engineering governance by aligning team objectives with architecture standards and reliability expectations.
• Enhanced reliability and operational discipline by spearheading observability objectives and Datadog dashboard adoption.
• Spearheaded development and facilitation of cross-domain technical workshops with architects, engineers, managers, and directors.
• Established engineering community across US and lit hubs by launching internal engineering summits for 80 engineers.
• Cultivated organizational strength by spearheading hiring, coaching, promotions, and performance leadership initiatives.

• Directed team and portfolio effectiveness initiatives within financial services technology, coaching engineers, product owners, and scrum masters.
• Established performance measures to monitor delivery efficiency and team well-being, including DORA metrics, OKRs, backlog health, sprint goals, and defect tracking.
• Developed and implemented a standardized rolling wave planning framework across financial services technology.
• Designed and facilitated leadership workshops focused on boosting development squad performance and refining product support strategies.
• Collaborated with leadership to develop a roadmap for culture and psychological safety assessments.

• Orchestrated agile delivery and transformation processes, integrating scalable operating practices within software development and DevOps teams across various organizations.
• Designed and executed a scaled agile model for four DevOps teams utilizing SAFe DA2 and Nexus methodologies.
• Optimized delivery-to-plan performance, achieving a consistent increase from 25% to 80% quarter over quarter.
• Enhanced software quality by implementing robust engineering practices that minimized production defects.
• Guided leaders and teams in strategic planning, prioritization, and backlog refinement processes.

Orchestrated comprehensive planning and execution of software development project roadmaps, fostering technical and delivery leadership across various applications and technologies.