Tim Bertheau

Sunnyvale, California 408-***-**** acfd83@r.postjobfree.com

http://www.linkedin.com/in/bertheau USA Citizen http://www.bertheau.com/bertheau.pdf

Director of Product Development Program Manager R&D Manager PMO Manager

Scrum Coach Advisory Board Member Project Manager Director of Operations

Professional Summary

I want to create products that provide people a better life experience. I am a professional with

broad based management, commercial and technical experiences across many startup

companies as well as medium to large companies.

I have strategic planning capabilities that were employed for new startup companies and

experience defining product roadmaps for replacement products of more mature companies. Both

require commercial and technical competence.

I build great teams that over-deliver through servant leadership where the individual contributors

are in control of the outcomes. This is accomplished by: hiring for talent over skills; creating

respectful environments utilizing core values of trust, transparency, humility, integrity and

excellence; tolerance of failure when something is learned; and fully supporting the teams.

I have a track record of organizational change that preserves companies’ competitiveness and

their products relevance. This is accomplished by having a customer and/or user centered view of

the product definition through customer discovery and short iterative product lifecycle validations

of the product evolution.

Core e xperiences

• Organizational Development/Change Management – Architected and managed

development of the PMO at GFG Group.

• Scrum Coach and Scrum Trainer - Transitioned companies from traditional waterfall

SDLC to agile Scrum SDLC product development at Pansophos Associates.

• Operational and General Management – Created and maintained all business

processes, except sales at Image Enhancement Systems.

• Strategic and Operational Planning – Generated strategic and operational roadmap for

Gopher at Pansophos Associates.

• Team Building – Achieved highest employee engagement at MYOB as measured by

MYOB Semiannual Employee Survey and New Zealand Best Places to Work Survey.

• Budget and P&L Management – Maintained gross margin while increasing annual

revenue from $41M to $52M over two years at GSS/Array Technologies.

Core specialties

• Company Building - through cultural change of shared core values and strategy

awareness shared throughout the entire organization.

• Team Building – very high performing teams through servant leadership and hiring for

talent over skills.

• Tools of the Change Management journey

o Scrum Coach

o Scrum Trainer

o Scrum Master

• KANBAN - where appropriate

• Pragmatic approach - applied creating joint wins.

Tim Bertheau

Professional Experience

Pansophos Associates Limited – Auckland, New Zealand 6/10 – present

Consulting practice providing commercial and technical advice to product companies.

Principal Consultant – Management Consultant, Scrum Coach, Scrum Trainer and

Scrum Master

Pansophos provided change management to software companies who desire to deliver

projects via an agile SDLC moving away from a traditional waterfall SDLC. These

changes require a company wide adoption not just the product development teams to

change.

The methodology utilized is to take a specific project and change the project delivery

approach, after some quick project wins a pattern is created for the rest of the

organization to emulate.

Augen Software Vision Limited

Consulting engagement focused on a complex multivendor project that was at risk of non-

delivery and commercial loss. I was engaged to get the vendor relationships in a better

working order and deliver the software solution via Scrum. The follow-on work was to

establish Scrum for the other project teams and KANBAN for the business as usual team.

Softtech Group Limited

Consulting engagement through Augen to provide the same services I provided to Augen.

A specific project was used to embed Scrum with follow-on teams being transitioned after

initial success. This process also required board and executive management buy-in as

this type of change is throughout the entire organization.

Gopher Limited

Consulting engagement to evaluate their existing operating model. I conducted nine

interviews and created a strategic execution plan based on my findings. The areas

covered are company, strategy, financial, operational and product. Before my final

presentation Gopher had already started to implement based on the report findings.

The University of Auckland Business School – Auckland, New Zealand 7/12 – 9/13

SPARK $100k Entrepreneurship Challenge.

Advisor to future entrepreneurs

I conducted clinics to mentor and advise The University of Auckland Business School

students on entrepreneurship to enhance their application for the competition. This is an

annual competition where I conducted 12 – 15 workshops per year; I participated for two

years until my move back to the USA.

These startup businesses were across many disciplines and domains from iOS software

games, specific dietary food business, nonprofit economic modeling, composite

materials, web software, etcetera.

IPSafe Limited – Auckland, New Zealand 6/12 – 4/13

Startup software company delivering business intelligence through data mining.

Technical Advisory Board Member

We provided guidance related to creating a technical roadmap that supports the product

roadmap for this startup. We also provided support to the cofounders on establishing a

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product roadmap based on minimum viable product, which is derived from customer

discovery.

IPSafe are using torrent data and web data to create predictive consumer behavior.

MADCB Limited – Auckland, New Zealand 7/10 – 1/13

Startup software product company delivering web based aggregation of eBook data.

Cofounder and Individual Contributor

This company had the aspirations to be the ‘Google of eBooks’ in a very crowed market.

We developed a web solution that aggregated Amazon, Gutenberg and Kobo data for

book lovers under the product brand name Mazibooks deployed at mazibooks.com.

The wisdom acquired from this experience is that all the cofounders had other work

commitments and we didn’t have the ability to fully engage with each other.

Serato Limited – Auckland, New Zealand 5/11 – 9/12

Software product company providing software solutions for music DJ professionals.

Director of Product Development and R&D

I hired and developed three new Scrum Teams, which doubled the product development

staff. This allowed us the ability to add more hardware controllers to our product offerings

and the ability to start future products development.

I defined and created the Customer Response Team to handle our hardware partners’

needs, this team operated under KANBAN SDLC. The outcome was quick responsive

resolution for our partner’s issues and tighter integration of our software to their

hardware.

I defined and developed the R&D team with research, engineering and UX capabilities.

This new capacity allowed us the ability to capitalize some of the innovative ideas we

could never prototype in the past.

I created the Architectural Forum where technical roadmaps were defined. This group

also was the catalyst for improved engineering practices, which provided engineering

wide efficiencies and increased quality.

Executive Team Member

As one of the Executive Team members I introduced Net Promoter Score to the company

and semiannual Employee Surveys. I also drove the adoption of clarifying the company

vision/mission and core values, I facilitated and drove both to an executed outcome. I

also introduced monthly matrix reporting by department to the whole company and

helped streamline the monthly board report.

MYOB Limited – Auckland, New Zealand 8/07 – 6/10

Software product company providing accounting, payroll and business software solutions for SMB

companies.

Program Manager Enterprise Division

MYOB’s acquisitions of Exonet, an accounting software product and Comacc, a payroll

software product both targeted at larger businesses became the kernel of the Enterprise

Division offerings. I was hired into this newly created role to manage the global Enterprise

Division product development and all the New Zealand localization of the Business

Division and Accountants Division products. Our team managed to deliver over 30

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releases annually that spanned over 20 products across tax, payroll, employee self

service, accounting and online services.

This group was geographically dispersed with staff in two New Zealand locations,

Australia, Malaysia and eventually outsourced some development to India.

I restructured the fragmented teams to support the commercial needs of all three

divisions. One of the byproducts of the structural realignment surfaced functional needs

for roles that did not exist and I hired staff into those roles.

I also created an unified team approach, which provided more consistent releases with

better quality measures. These change management activities were accomplished with

increased team satisfaction measured and reported by two independent surveys,

MYOB’s Semiannual Employee Survey and New Zealand’s Best Places to Work Survey.

The results were up to 23 percent increase in some areas and overall increase of 11

percent. This group had the highest employee engagement at MYOB, outside of the

executive team engagement score.

Business Management Group Member

As a member of the Business Management Group I contributed to the Enterprise Division

strategy as it related to both our market segment and how it supported and

complemented MYOB’s overall strategy across the other market segments.

GFG Group Limited – Auckland, New Zealand 5/06 – 8/07

Software product company providing software solutions and payment enabling technologies to

companies in the payment transaction industry, such as credit cards management and mobile

payments.

Manager of Project Management Office (PMO)

This newly established positions responsibility was to create and maintain the PMO. I

created both an internal and external facing methodology. I created the first version and

coauthored the GFG Group Process Methodology, GPM; which provided governance and

coordination among all GFG Group Departments. The methodologies external facing

focus was around presales, sales, marketing and product roadmap; the internal facing

focus was around supporting product management, product development and

deployment.

I created the organizational structure and hired staff into those roles. I established basic

infrastructure and behavior patterns focused on items such as software configuration

management, issue tracking and engineering practices as part of the PMO.

Operations Management Team Member

As a member of the Operations Management Team I introduced portfolio and program

management via a structured roadmap process, this was embedded in the GPM.

Household International, Incorporated – Salinas, California, USA 10/02 – 10/05

Financial services company with credit card division headquartered in Salinas, California.

Se nior Project Manager

I reengineered project delivery methodology that supported the credit cards business of

Household. This effort resulted in streamlining project timelines and clarifying project

responsibilities. It is scalable providing nine percent increase in project delivery per year

with the same resources and increased quality measured by defect track system. Our

credit card portfolios were GM, A.F.L – C.I.O. Unions, and various retailers.

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Tim Bertheau

I managed and delivered credit card business projects that were early or on time and

resulted in accelerated revenue. Early delivery also allowed new unscheduled projects to

be completed that further enhanced un-forecasted revenue, on average one new project

per quarter.

Omnishift Technologies, Incorporated – Santa Clara, California, USA 8/00 – 8/02

Pre-IPO startup software product company providing distributed software solutions to ISVs and

ISPs.

Director of Operations

As employee number twenty, there was nothing established except for early stage

product and some engineering practices. Therefore, I created the professional services

organization that supported the entire client lifecycle from presales to post

implementation support and hired staff as needed to support our growth.

We were a Raza Foundries funded company and not able to secure Series C money, we

grew to about 70 staff. Our early stage customers were Adobe, Autodesk, and PacBell.

Product Release Team Member

As a member of the Product Release Team I established relationships between product

development, marketing and sales that simplified product launch/release events with

predictable results.

eSports, Incorporated – Foster City, California, USA 8/99 – 4/01

Pre-IPO startup software product company building a community web presence focused on

sports.

Advisory Board Member

We provided guidance to this startup company related to monetizing the free community

sports web site and the constant revision of the product roadmap to support the

monetizing models.

Lutris Technologies, Incorporated – Santa Cruz, California, USA 1/99 – 8/00

Pre-IPO startup consulting services company providing custom software solutions to B2B and

B2C businesses, became a software product company with an open source application server

called Enhydra.

Project Manager/Engagement Manager

As employee number fourteen, I was hired to mange new professional services projects. I

help establish processes so we could raise funding for our newly established product, an

open source application server called Enhydra. Lutris was a small company so the

project manager role also included engagement/account management.

I helped create a highbred engagement model where we would undertake the product

definition phase of a project under a T&M contract and the development/deployment was

a Fixed-Price contract. I coauthored the structured delivery process, SDP, which

supported this approach and provided clients and investors confidence we could produce

quality deliveries in a predictable way.

We were funded by Chase Capital Partners for $10.5M and failed to raise future rounds,

our headcount increased to about 250 at our peak.

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Tim Bertheau

Aon/Radford Associates Division – San Jose, California, USA 8/97 – 1/99

Consulting services division providing custom compensation and benefits software solutions

predominantly in the high technology industry.

Project Manager/Account Manager

I was hired as a project manager for the compensation and benefits consulting solutions

that Radford Associates was delivering. This role was also to support presales activities

and manage the client relationship after the SME had defined the solution with the client.

We were defining and delivering web based workflow tools for HR Departments. In the

compensation area we developed FOCAL review, profit sharing and stock options/grants

tools. The benefits tool was to facilitate open enrollment. My accounts for the

compensation were Amgen, Applied Materials, Bay Networks and N.E,T. I also assisted

with National Semiconductor. The benefits clients I was responsible for were Cisco,

Raychem and Rational Software I also assisted with Intuit, Sybase and Visa International.

GSS Array Technologies, Incorporated – San Jose, California, USA 3/95 – 10/97

Full-turnkey contract manufacturing company focused primarily on RF communication companies.

Program Manager

The program managers were their own business units and I was responsible for growing

my programs as a business general manager. GSS/Array was organized via matrix

management, which provided each program manager seven matrix representatives from

finance, process engineering, purchasing, quality, documentation, component

engineering and manufacturing.

I grew my total annual business revenue from $41M in 1995 to $52M in 1997. This was

achieved while improving gross margins by one percent. The contract manufacturing

business is very competitive so the margins are quite small and the clients can be quite

demanding. Therefore, the approach that wins is providing good quality on-time deliveries

so you can win that clients business in other manufacturing areas.

My clients were P-Com, Interwave Communications, Metricom and Scitex Digital Video.

Image Enhancement Systems, Incorporated – Hayward, California, USA 1/92 – 3/95

Pre-IPS startup medical device manufacturing company delivering hardware and software

solutions to MRI technology clinics.

Director of Operations

As employee three, I was hired to establish process and systems that allowed this

medical device manufacturer the ability to consistently manufacture our products and

maintain compliance requirements of both the FDA and California Department Health

Services audits.

I defined, organized and hired into the business all functional departments except for

sales, as this product was a medical doctor to medical doctor sale. We grew to 25 staff

over the three years and our revenue peeked at $7M. I defined ISO9000 and GMP

manufacturing compliant processes and passed all external audits by both governmental

bodies.

I matured our product offering from being a Sun Microsystem VAR to an IES proprietary

hardware manufacture to protect margins. This was driven by the perception we were

charging too much for Sun hardware as our clients could price the retail base computer. I

extended our product offering to include data backup and retrieval from an optical media

system.

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I negotiated contracts and managed supplier vendors including Sun Microsystems OEM,

Sky Computers, Force Computers, Axil Computers and UL, I also took our product

through FCC certification.

I defined our companies network topology and implemented a Novel network with

accounting software, CRM, testing and verification of our finished products to the DEC

MicroVAX host computer.

LeeMAH DataCom Security Corporation – Hayward, California, USA 1/90 – 1/92

Pre-IPO startup hardware and software manufacturing company servicing the computer security

market.

Operations and Manufacturing Manager

I managed all ECR/ECN processes from engineering to production. Purchased all input

materials for manufacturing and production. Supported sales and marketing to create

sales forecast to support production. Reduced shipping cost by 17 percent and packaging

costs by 35 percent. Discovered revenue leakage in customer service area and created

audit mechanisms to prevent future losses.

I installed Novell network to support the new accounting software and our company’s first

CRM software, also our first company wide network.

Accounting Manager

I managed accounts receivables, accounts payable, inventory, purchase order, bill of

materials, and sales accounting modules. Reduced month end close time from eight days

to four days. Installed Ethernet and upgraded standalone accounting system to a

multiuser system, our company’s first network.

Education and Military

Bachelor of Arts, Economics University of California Santa Cruz

Associates Certificate, Project Management The George Washington University

Certificate, Professional Scrum Master Scrum.org

Continuing Education University of California Santa Cruz Extension

Network Technologies and Architecture

ISO9000: Setting Up the International Standards Quality Assurance

Computer Programing in C

United States Navy

nd

Special Operations, Diver 2 Class

nd

Interior Communication Electrician, Petty Officer 2 Class (IC2)

Honorable Discharge and Good Conduct Award

Professional Memberships

Technical Advisory Board Member IPSafe Limited

Advisory Board Member eSports, Incorporated

Project Management Institute

Medical Device Manufacturing Association

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