How I help teams deliver.

The challenge

About 20 connected initiatives were running at once across more than 15 leaders. Dependencies between teams weren’t visible, commitments kept slipping, and roughly a third of planned initiative work rolled over into the next quarter.

What I did

• Built one shared view of priorities, owners, risks and cross-team dependencies.
• Set working agreements with stakeholders on how requests, changes and decisions would flow.
• Sequenced dependent work, like data-disposal efforts that touched several teams, so nobody was blocked waiting on someone else.
• Tightened planning around real capacity instead of hoped-for capacity.

The challenge

Customer data past its retention period had to be permanently and safely removed. You can’t just delete rows from a database: every disposal touched business owners, retention rules, privacy, risk, legal and regulatory requirements, and application dependencies.

What I did

• Led delivery of the enterprise data-disposal program end to end.
• Coordinated retention requirements, data ownership, approvals and business and technology dependencies across teams.
• Built repeatable steps for validation, sign-off, execution and reporting so each batch ran safely and predictably.
• Helped the program scale from small disposals of a few hundred records to recurring batches of more than 200,000.

The challenge

Different teams calculated what looked like the same metric in different ways. Knowledge about data lived in people’s heads, ownership was unclear, and associates struggled to find trusted definitions, owners and documentation.

What I did

• Helped establish standard metric definitions, ownership, stewardship roles, approval processes and documentation.
• Supported a shared business glossary and data catalog so associates could find data, definitions, SQL, documentation and subject-matter experts themselves.
• Ran recurring governance reviews with business-unit leads to check that agreed definitions and processes were actually being followed, and to record decisions.
• Supported the evaluation of enterprise data-quality tooling through requirements, proofs of concept and comparison.
• Helped drive adoption with regular communication and dashboards, because policies only work when people know what changed and why.

The challenge

One group of 14 people covered governance, enablement and technology work. Requests landed on whoever was available, ownership was fuzzy, and every new priority meant re-planning everything.

What I did

• Designed and piloted a three-pod operating model, with each pod focused on governance, enablement or technology.
• Introduced clear epic ownership so every piece of work had one accountable owner.
• Held about 30% of capacity flexible, so the group could take on new demand without breaking planned commitments.
• Added living roadmaps, quarterly planning, operating reviews, risk and dependency tracking, and flow metrics so leaders could see capacity, trade-offs and progress in one place.

The challenge

Team-health scores averaged 5.3 out of 10. Daily Scrums ran about 44 minutes, retrospectives produced lists instead of change, and there was no clear path for people who wanted to grow into Agile leadership.

What I did

• Coached teams to own their Daily Scrum, keeping it focused on the Sprint Goal and taking detailed problem-solving offline.
• Turned retrospectives into a small number of owned, followed-up improvements.
• Ran regular team-health checks and treated the results as a backlog, not a report card.
• Mentored associates through real facilitation and coaching work, and covered five additional engineering teams on an interim basis.

The challenge

Teams planned, estimated and reported in their own ways. Leaders couldn’t compare progress across teams, and every team was solving the same delivery problems on its own while also moving SQL and ETL work to cloud data pipelines.

What I did

• Worked with team leads to define a lightweight, shared set of delivery practices: refinement, definition of done and sprint reporting.
• Piloted the standards with a few teams, adjusted them based on what actually helped, then expanded.
• Used my engineering background to keep the practices realistic for data and platform work.
• Coached Scrum Masters and Product Owners on applying the standards without turning them into overhead.

The challenge

Business-critical reporting systems depended on data that was slow to process and often inconsistent, and clients needed fast answers when something broke.

What I did

• Resolved more than 20,000 client issues on business-critical systems under defined service levels and strict deadlines.
• Investigated problems end to end, found root causes and documented the findings.
• Developed SQL Server stored procedures, ETL processes and automated data-quality controls.
• Helped launch cloud reporting and analytics capabilities on a modern data warehouse.
• Worked closely with quality engineering on test planning, hands-on testing, defect investigation and release readiness.

The challenge

The intern program needed to give interns real engineering experience while still delivering useful work for the business.

What I did

• Served as both Product Owner and Scrum Master for the intern team.
• Shaped a backlog of real, well-scoped work that interns could own.
• Mentored interns through planning, delivery and reviews like any full team.