Project Management (Agile)
Getting it delivered
Somebody accountable for scope, dates and the awkward conversations, so a project has one owner instead of five opinions.
Selected work demonstrating this service.
- Saved 4,000 hours by mentoring and growing a team from 2 to 18 members, optimizing workflows and fostering cross‑departmental collaboration.
- Designed and managed 5,000 hours of map development, utilizing Agile methodologies such as Scrum and Jira for effective project management.
- Gathered and analyzed business requirements to translate into actionable features and user stories aligned with data governance standards.
- Managed the execution of 30 successful GIS projects, demonstrating leadership in delivering innovative solutions across the field.
- Led company growth from 4 to 14 employees by employing Agile methodologies and effective project management practices.
- Improved team communication and collaboration by implementing Slack, Mattermost, 1Password, and Jira, saving 8,000 hours of labor.
- Guided the execution of numerous company projects, offering expert support in the software development phases.
- Overhauled internal processes, saving 8,000 hours by improving software architecture, systems, and scheduling efficiency.
- Established a Technical Support department, servicing over 10,000 clients with IT support and troubleshooting solutions.
- Enhanced project efficiency, saving 150 hours per month across 30 projects by optimizing workflows and resource management.
- Delivered analysis and regular progress reports to the CEO, translating engineering metrics and delivery status into decisions.
- Designed a time‑management and reporting system that remained in production use for years without significant modification.
- Automated team collaboration, password management, task and time management, and built a semi‑automatic project‑showcase system, raising team productivity.
- Ran the site's development as 49 written initiatives across 52 plan documents, each carrying its open boxes, its measurements and the decisions it declined — including six of eight agent‑readiness findings refused with the reason recorded.
- Put the documentation under its own linter — a per‑file line budget that only ratchets down, an index requirement and a real‑path check — which found six of nine plans marked done while carrying unchecked boxes, and fourteen commit‑gating tasks named in no document.
- Held four repositories to one history standard — conventional, emoji‑free, no attribution trailers, enforced by a commit‑message hook — alongside 46 instruction documents that govern how the work is done.