Scrum Master Project Manager
Resume:
Stephen J. Gamble, Jr.
Fernandina Beach, FL 32097
*******@*****.***
Agile Program/Project Manager, Expert Scrum Master and Business Analyst Versatile, results-driven professional with over 20 years of experience building relationships with peers, clients, and senior leadership to provide efficient and sustainable business solutions. Superb project leadership and personnel management skills with strong information technology and manufacturing expertise. Proven problem solver with advanced analytical skills, a quick learner, and the ability to adapt to evolving trends. A dedicated professional who maintains the highest ethical and work performance standards. In addition, I am a retired United States Navy Chief Petty Officer. CORE COMPETENCIES
*Program Management *Certified Scrum Master *Agile Leadership *Project Management *Change Management
*Business Analysis *Disaster Recovery Management and Planning *Continuity and Continuing Operations *Personnel Leadership *Technological Proficiency *Broad Information Technology Experience *Communication *Service Delivery
*Adaptable *Risk Analysis/Management *Strategic Planning *Large Scale, Multi-Year Projects *SDLC *Contract Negotiation *Organizational Management *Financial Planning and Budgeting *Change Control *Customer Service
*Stakeholder Management *Electrical Planning *Data Center Planning *Statistical Process Analysis *Vendor Management *Scrum Leader *Agile Methodology Specialist *Acceptable Business Risk Justification *Jira *Confluence
*Website Development *Attention to Detail *Gather Business Requirements *Critical Thinking *Cross-functional Coordination *Customer Coordination *Customer Communication *Decision Making *Milestone Tracking *Prioritization
*Process Management *Release Management *Accounting *Communication Skills *Complex Industries *Financial Services *Payables *Problem-solving *Product Requirements *Program Requirements EXPERIENCES AND ACHIEVEMENTS
Project Manager at Slalom (assigned to Portland General Electric) (April 2024 – July 2024) Portland, OR
• Brought in to manage the third phase of a payroll transition project (Workday to ADP)
• Managed the communications, risk, schedule, and project reporting structure
• Due to the amount of information being controlled, I made PowerPoint presentations for each of our group meetings.
• I kept the Executive Leadership and Project Sponsors informed by bi-weekly presentations
• Due to the controlled nature of company operations, I had to consider their Union Labor Relations and Sarbanes Oxley compliance
• After eight weeks onboard, the project received clearance from the stakeholders and executives to convert to the ADP payroll system
Program Manager at Slalom (assigned to Nike) (December 2021 – March 2024) Beaverton, OR
• Assigned to the multi-year Adobe program for 3D and Generative AI
• Managed a diverse grouping of projects across nine hours of time zones
• Collaborated with multiple cross-functional partners each led by a Senior Director
• Focused my efforts on awareness, agreement, alignment, and commitment
• Conducted numerous high-level meetings that included both Nike and Adobe personnel on a regular cadence
• Managed all Program Tasks (Feature Requests and Adobe Program Bugs) via a Jira Kanban Board
• Simplified the reading off my Jira Board by developing a companion dashboard
• Report to the Senior Director in charge of Consumer Product Innovation
• Technologies managed are Artificial Intelligence (AI), Machine Learning (ML), Photo Rendering, and Python API
• Products managed are Adobe Painter, Sampler, Illustrator, Designer, Creative Cloud, and Substance Scene automation
Agile Project Manager for Website Development Team (Remote) at TechSparq (assigned to RedTail Flight Academy) (June 2021 – November 2021) Tuskegee, AL
• Agile Project Manager for Website development creating a new website for a non-profit organization
• Designed and implemented a new site with my development team
• The new site has numerous backend functions and is hosted on a provider that provides much faster access speeds
• The best of the new functions is the Corporate Sponsorship packages
• Conducted daily Scrum with my development team located in Egypt
• Held twice weekly customer meetings to provide updates and time estimates
• The project is now complete and is in the maintenance phase
• Appointed Administrator for company Atlassian account
• Used the Kanban method to run the Jira Board for this project
• During the time I was performing my above duties I was also writing company training documentation and submitting articles to be published on LinkedIn
Scrum Master for an Offshore Development Team at TechSparq (assigned to Columbia Sportswear) (October 2020 – May 2021) Portland, OR
• Scrum Master for an Offshore Development team located in India
• Successfully lead the team through three down-sizing events with minimal issues
• Offshore team provides support for a large E-commerce environment in Salesforce Commerce Cloud (SFCC), Amazon Web Services (AWS), and Adobe Experience Manager (AEM)
• Currently working a six-day schedule to manage the Offshore Team and be their onshore advocate Monday-Friday
• Able to work a challenging schedule that encompasses multiple time zones (Pacific Standard and India Standard)
• Jira manages Scrum Board, and I use Confluence as an information repository
• Majority of the daily work is to enhance the Columbia E-Commerce SFCC array
• Typically, my Sprints have minimal spillover and remain at or above the Onshore teams' achievement concerning completed Story points
• Focused on test-driven development, continuous integration, and improvement of my software development team
• Certified Scrum Master (Six Sigma Global Institute)
• Studying for Agile Leader certification
• My contract was terminated due to the project's completion Business Systems Analyst at TechSparq (assigned to Columbia Sportswear)
(March 2020 – October 2020) Portland, OR
• Contractor at TechSparq, Inc. on assignment to Columbia Sportswear Company as a Business Systems Analyst
(BSA) on the X1 Ecommerce Project
• The X1 Columbia E-commerce platform did $35 million in sales during the first month (September to October 2020)
• Assigned as a BSA on the Development Architecture Team
• A tester in Staging (UAT) and Production for repair validation
• Assigned as lead on building a Jira Scrum Board for the DEV-Architecture team, and planning the first Sprint for this team
• Directly involved in the cutover of five CSC-branded E-commerce sites thus far
• My first assignment was to refine the large backlog of trouble tickets in the Jira Architecture queue 1. I started by organizing the list into specific groups based on their status 2. Arranged the tickets using the KANBAN methodology by stage 3. Able to resolve about half of them by reaching out and determining whether it is finished, in process, or obsolete 4. I continue to monitor this list, and reach out to the appropriate team members when necessary
• Asked to lead four projects by Adam Bobek (Development Architecture Manager): 1. Sales Force Commerce Cloud (SFCC) Error Logging and Ticket Management
• Devised a reporting method that placed all the reported errors in an easy-to-read pivot-table
• After the report is run (daily) I peruse the errors and make sure that tickets are written in the Jira System
• I have a weekly meeting with CSC management to discuss, prioritize and scrub tickets 2. SFCC Integrations Specifications Update
• There are many Confluence pages that are specific to SFCC, and they require updating
• This project is focused on getting all the historical date for SFCC updated prior to project close
• I have a list of these documents located on the X1 SharePoint page
• This project is being expanded to involve the Support Team, and I will prepare a presentation to explain their role
3. Confluence articles
• Tasked with the writing (23 thus far) of Confluence Support Knowledge Base articles to record project lessons learned from the X1 Ecommerce Project
• Additionally, I have written six Standard Operating Procedures (SOPs) for the X1 Project Team 4. Developed a comprehensive IT Glossary to assist with onboarding 5. In support of the above projects, I prepared and presented a deck to get greater participation
• Achieved Scrum Master certification
Chief Operating Officer, at GGE Enterprises, LLC
(August 2016 – March 2020) Portland, OR
• This role calls upon my ability to manage a portfolio of projects, perform business analysis, and maintain a stable financial environment
• Opened the Portland Plant One and began producing products during the first month
• Managed the daily Operations Expenditures (OPPEX) during the lean first six months of operation, and developed a budget that is still the standard
• Primary liaison with customers, suppliers, distributors, and shippers
• Managed a budget of $300,000 annually using QuickBooks as a management tool
• Perform an in-depth business analysis of each customer and create an individual plan for production and success
• Developed a different Hazard Analysis Critical Control Plan (HACCP) plan for each customer based upon their individual needs
• Managed a portfolio of 13 customers
• Maintained the Food Safety Program under FDA and ODA oversight
• Exceeded the passing metrics for an FDA and an ODA inspection
• Expert at production data analysis and translating data into Statistical Process Analysis to determine tight control limits (Upper and Lower)
• Acting as Chief Technical Officer I manage the company website and set up SNMP on all our capable equipment
• Our websites www.ggecoffee.com and www.gamblecoffee.com were designed using the principles I learned in HTML classes (there is also a link from www.ggecoffee.com to www.gamblecoffee.com)
• Direct report to the Chief Executive Officer
Agile Project Manager for Application Migrations Architecture, Bank of America
(January - August 2016) Jacksonville, FL
• Agile Project Manager for legacy application migration into a Software Directed Infrastructure (SDI) for Bank of America
• This project involved the virtualization of all physical infrastructure, starting with the oldest
• Used IaaS/SaaS Microsoft Azure to facilitate the virtualization
• The project team had to adhere to SDLC standards, and load-balancing between three physical infrastructures
• The goal was to balance Development and Production across two locations per server farm
• Planned and directed the migration of numerous applications from their legacy platforms (Windows and Linux) to an Infrastructure as a Service (IaaS) project known as APP Host
• Managed a portfolio of 7 projects, with 9 engineers and numerous functional managers
• Chaired an average of twenty Scrum (WEBEX) meetings per week
• Achieved, ahead of schedule, the migration of all W2K3 server-based applications into IaaS/SaaS infrastructure
• Responsible for analyzing the application, creating a High-Level Design (HLD) Visio diagram, an updated Active Directory structure, making sure all groups and service IDs are appropriate for access, setting SMTP updates, FDNS installs and updates, correlating all activities with the stakeholders and process teams, and managing the final migration (after hours)
• During my tenure at Bank of America, I conducted 40% of my work remotely Systems Architect, Guidewell Source (formerly Diversified Service Operations)
(September 2015 – December 2015) Jacksonville, FL
• Directed, planned, and configured the Active Directory, network architecture, and Tier One tools (AD, NDS, DHCP, and LDAP) migration to a new environment where Development and Production are physically separate
• Active directory experience consists of taking an existing network and creating six different scenarios to separate the development and production environments
• Approved final design was one that involved three domains with several OUs in each domain
• Implemented the New Development Separation plan also involved the designation of Virtual Device Contexts
(VDCs) for three domains
• Achieved an 80% savings by recommending the slimmest AD design and lowest budget ($267,000.00) instead of
($1,600,000.00) for a savings of $1,333,000.00 (or 20.3 % of the original estimate)
• These are the three projects assigned to me during my tenure: o CR 8457 (Development Separation) – Working with Information Security, Systems Support and the Active Directory Team I worked through six different design proposals to arrive at a solution that would allow for the physical separation of the development and production networks, allowing for easier transition, slimmer design, and lowest cost
o CR 8457 (Network Systems Management Separation) - Directed the design of a separate NSM that provided a single management plane for the Guidewell Source Network; involving nine tiers, the first to migrate were AD, DNS, DHCP, and LDAP
o CR8457 (Type Two Hypervisor) –I was part of the team developing a Type II Hypervisor; the accepted design saved $220,000.00 compared to the original estimate created by Citrix
• Windows Services/Security – Due to the annual 912 security audits by Price Waterhouse Cooper, Guidewell Source has a list of Windows servers that have services misconfigured and I worked with the Information Security team to arrive at numerous solutions to either make the change or create an Acceptable Business Risk Justification (ABRJ)
• Disaster Recovery – Researched and produced a chronological database of applications for DR that compiled and created a database of default applications listed from the most immediate (AD, DHCP, DNS, and LDAP) to ones that can be brought up weeks after a disaster Agile Project Manager/Senior Network Engineer - Southeast Grocers
(May 2000- September 2015) Jacksonville, FL
• Began as a Network Implementation Engineer at Southeast Grocers, and migrated into an Agile Project Manager role by 2008
• Expert at analyzing potential IT projects by first citing a Business Case, conducting a Feasibility Study, and surveying the existing Team(s) to make sure the company has the requisite talent onboard
• Recognized by the CEO as the key solutions provider during a Data Center integration of two companies (Winn Dixie and Bi-Lo Stores)
• Directed the movement of a 16 cabinet DR footprint from IBM Gaithersburg (MD) to IBM RTP (NC) in less than half the time allotted (5 days vice 12 days) and with a team of nine members onsite, numerous remote individuals, multiple vendor management, electricians, and contracted data recovery personnel
• Familiar with IBM Rational Doors Next Generation (RDNG) from working with the Mainframe, AIX, and IBM Disaster Recovery Teams
• Managed companywide projects that include network core installation and upgrades, EMC SAN, multi-vendor servers, TERADATA systems, IBM Mainframes (Z9, Z196, Z12), and STRATUS deployment
• Performed as Network/Systems Engineer with 21 years of overall network experience, with 12 years in Enterprise Networks, five years in a Network Operations Center (NOC), and four years as a core Network Technician
• Experienced with large-scale infrastructure projects, including the design and implementation of network equipment, as well as the power and cooling solutions (Cold Row/Hot Row) to support them
• Eight years of Disaster Recovery (DR) experience as the primary Project Manager/Engineer at our DR facility and conducting an annual five-day test of our Business Continuity and Resolution Systems
• Planned and executed a secondary core and fifteen Cabinet (approximately eighty-two devices) Data Center presence for Bi-Lo in the Winn Dixie Headquarters Data Center to include an IBM XIV storage system
• Performed a live migration of an EMC SAN core to a new 16GB FICON core (two hundred and fifty-six connections) with limited resources, only 30 days of allocated time, and just a material budget
• Leading Network Implementation Engineer for two junior Network Engineers
• Primary engineer for Headquarters, secondary, and tertiary data center projects
• Managed our DR facility by visiting at least six times a year to complete projects, remove legacy equipment, maintain inventory, and update diagrams and reports
• Member (Network Systems) of the Change Management Board
• Coordinate the selection, installation, and maintenance of redundant power and cooling systems Education
• BS Information Technology Management (GPA – 3.64 out of 4.00) (Cum Laude) - Florida State College at Jacksonville
• AS Computer Information Technology (GPA – 3.52 out of 4.00) - Florida State College at Jacksonville Certification
• Certified Scrum Master (Six Sigma Global Institute) Credential ID 24668913 (October 2020) Languages
• French – Conversational
• Spanish – Elementary
• German – Elementary
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