Tiffany Lawton

• Manager of 8 FTE where I conduct bi-weekly 1:1s, perform all reviews, provide coaching and career guidance, conduct monthly team meetings, and ensure the team is adhering to Kroger principles and best practices
• Owner of legacy application: Empac, Brand11, Oracle PLM, Maximo, Genesis.
• Led team on the strategy of migrating Brand11 to Brand 101 to mitigate the vulnerabilities and the lack of stability in Brand11
• Participated and staffed the kickoff of the new PLM EQ/Vines project which successfully completed May 2025
• Transitioned Maximo Support team from one vendor to another during Maximo Retail rollout
• Conducted several RFPs for Support and Project Implementation work
• Developed a staffing model for future support of both legacy and modernized systems in the maintenance and PLM space
• Developed OpEx budget for Supply Chain and Manufacturing space
• Participate and provide input into the Maximo Program CA funding and scope of work
• Engineering manager of Maximo implementation (maintenance ERP); partnered with Product Management on the delivery of Maximo
• Completed the rollout of Fleet to all 52 sites December 2024
• Rollout of all Retail divisions (2480 stores as well as additional facilities like offices, R&S warehouses, and stand alone Retail fuel sites) will be complete October 2025
• Extensively worked with the business on the importance of Maximo and the breakdown of funding and business case development
• Developed and maintained relationships with all aspects of the business both technical and functional
• Worked with Sourcing, Legal, and Data Governance on several complicated contracts, SOWs, and Project Change Requests (PCRs)
• Created processes for on-going support, change management, enhancements, incident management, and future site roll-outs
• Interviewed, extended offers, and on-boarded several data and dev-ops engineers
• Participate in solution design and architectural sessions as well as coached technical team on delivering options for technical designs
• Regularly present status updates to leadership and TMO
• Initiate and drive multiple process improvement opportunities across engineering space
• Responsible for meeting timelines and delivering outcomes
• Participate and contribute to the defining requirements for new program scope, solution design and architectural best practices
• Successfully switch out SI partners in the middle of Maximo Fleet rollout without missing a Go-Live date or impact to the project or the business
• Pulled into the MAKE (manufacturing modernization project) to help drive the completion of deliverables for Go-Live

• Program Manager of 300 person Oracle ERP platform (RMS v16)
• Successfully transitioned the project from Waterfall to Agile
• Coached and established offshore ways of working while in India
• Coach teams on Kroger best practices including Kroger tools and methodologies
• Responsible for the coordination of dependencies between KTD, the program, and the system integrators
• Owned and managed the RMSv16 project in KEY; successfully closed out the program in a green status
• Participate and provide input into Supply Chain Product funding
• Work side by side with Product and participate in the transition to Product Centric
• Work with Product on creating Initiatives and Program Epics
• Managed the responsibilities of the Supply Chain Director during the KTD transition in the interim state until the new Sr. Director was hired
• Interviewed and extended offers to 7 Epic Owners and 4 Project Managers
• Assist with on-boarding of new resources
• Work with Oracle and Deloitte on SOWs
• Work with Supply Chain’s budget controller on the RMS program budget
• Drive participation with the business and the closure of gaps
• Approved milestone deliverable from Oracle and Deloitte
• Participate in solution design and architectural sessions
• Regularly present status updates to leadership
• Initiate and drive multiple process improvement opportunities across the program
• Contributed and participated in the Talent Hub playbook in India with KTD and Deloitte
• Responsible for meeting timelines and delivery of functionality
• Delivered integration with RMS and Ocado
• Started and drove a cross functional bi-weekly KTD architectural meeting across pillars
• Participate and contribute to the defining requirements for new Program scope

• Scrum Master for two teams within Kroger Digital Technology; one team using the SAFe Methodology and the other team using the OKR (Objectives and Key Results) Process
• Responsible for tracking metrics, Stories, and bugs using JIRA
• Facilitated Agile ceremonies such as daily stand ups, mid-sprint reviews, sprint planning, sprint demos, and retrospectives
• Coordinated dependencies across teams
• Coached team in best practices for the OKR process

• One of two Project Managers on a large Oracle ERP (RDF and AIP) for Kroger consisting of 5 phases
• Responsible for all activities related to the delivery of each phase to Production once the requirements are complete
• Coordinate all environment upgrades and deployments with the System Integrator, Kroger Technology and the Support Team
• Schedule & lead weekly meetings to plan & execute implementation tasks. Teams included: Process & Application (RDF application readiness), QA (Quality Assurance), Data Conversion job execution, Business Readiness/Training, Infrastructure, CIS/Security, Production Support/Application Owner
• Participated in weekly calls with Oracle to discuss SRs (System Requests) and ERs (Enhancement Requests)
• Introduced and guided the team to adopt parts of the Agile Methodology

• Scrum Master for a team of 10 people selected to complete a special project in two PIs
• Responsible for tracking metrics, Stories, and bugs using JIRA
• Facilitated Agile ceremonies such as daily stand ups, mid-sprint reviews, sprint planning, sprint demos, and retrospectives
• Coordinated dependencies across teams and within the Kroger Enterprise
• Created and monitored Agile dashboards, sprint planning boards, and burn down charts
• Assisted in guiding the team to completing 100% of the Objectives

• TIBCO Project Manager for 40 technical resources both on-shore and off-shore
• Responsible for client bill rate discussions and the replacement of TIBCO technical resources
• Performed all onboarding TIBCO tasks and ensured that the proper knowledge transfer was completed
• Participated in weekly on-shore/off-shore leadership meeting to discuss project needs
• Worked with all of the Scrum Masters, Product Owners, and Release Train Engineer to ensure that TIBCO technical developers were meeting the Scrum teams expectation
• Primary contact for engineering team: tracked all System Request (SRs), coordinated all upgrades, Hotfixes, and facilitated weekly TIBCO Engineering call to discuss client needs and issues
• Scrum Master for a team of 9 Kroger Architects on the Item MDM Project operating on the Train level using Kanban
• Facilitated team ceremonies such as stand ups, retrospectives, and sprint demos
• Facilitated weekly Joint Architectural Discussion (JAD) sessions to discuss Architectural runway and Spikes
• Created and monitored Agile dashboards, sprint planning boards, and burn down charts
• Participated in Scrum Master ceremonies such as the Scrum Master Community of Practice (SM CoP) and the Scrum of Scrums (SOS)
• Responsible for coordinating dependencies across teams using the Dependency Board
• Created and facilitated a bi-weekly Technical Community of Practice (CoP) to have open discussions on what each team was working on technically to ensure transparency and prevent redundancy
• Worked with the Architectural team to write Features and high-level design documents
• Participated in the sizing, COD, WSJF, and pointing of the Features
• Organized and facilitated technical Architecture Feature reviews before each PI to enable the teams to ask design and technical questions to be prepared for PI planning
• Responsible for keeping the team on track to meet Objectives and goals

Member of the TIBCO team transforming legacy data to TIBCO MDM for Item Master

• Role required coordinating between the integrations team, legacy team, and the Oracle RMS team
• Authored, reviewed, and updated TIBCO Technical Design Documents (TDDs)
• Responsible for gap analysis and the closing of open gaps between the technical teams that may hinder program development
• Developed ATLAS to MDM mapping sessions to create technical Visio diagrams utilized to depict system interfaces
• Involved in all aspects of UAT (User Acceptance Testing), including logging and tracking all defects and enhancements
• Manages the lifecycle of Change Requests for the TIBCO development team to include attending all of the meetings working through the solutions, drafting CRs, estimating, requirements definition/clarification, development and testing activities and communicating to PMs as require
• Responsible for the Change Control Board and the coordination of all Change Request program wide
• Work with PMs to coordinate development tasks for scope determination and timing of technical team work reviews
• Led team as Scrum Master through a ten-week iteration development planning session
• Responsible for coordinating mid-sprint reviews, end of sprint demos, and sprint planning for each iteration
• Facilitated daily offshore MDM technical call to collaborate onshore/offshore development

• Member of the Data Management Organization team for the ECSS converting all of the United States Airforce to a single Oracle unified system
• Responsible for managing legacy data preparation tasks for over 200 legacy systems and 186 Air Force bases
• Responsibilities include developing plans for issues that may delay or hinder the timely completion of a task; opening, closing and monitoring tasks; and reporting the status of the task to the client
• Role required coordinating the priorities of the System Integrator, Data Execution Team, Data Management Organization and Air Force personnel
• Performed cleansing and analysis of the Master Data Maintenance (MDMx) procedure, utilizing Oracle Applications, to enable deliverable development
• Responsible for the Plan-to-Stock team modeling of the business process flows in Visio to show future Warehouse state in ECSS
• Applied Oracle Unified Methodology (OUM) and contributed to the development of foundational team documents (RD.011, IM.005, TE.35 etc.) to archive decisions and strategies