Technical Projects
Bug and Enhancement Board Overhaul
Role: Project Manager
Execution: I was able to standardize data driven ranked choice prioritization through collaboration with Senior Managers and Directors. Through implementation of new forms that included explicit instruction for data types and how they relate to overall prioritization, leaders were able to know when they submit a ticket what how important it was given a composit score. Additional meetings were set up to for regular review and adjustments when needed to both composite calculations and integration of less quantifiable needs.
This board served managers and directors from 5 different departments across 6 different software packages. Each has their own priority considerations and view points. Finding the best way to bring everyone together and understand the challenges that can arrise in software development was a real challenge I enjoyed taking on every day.
Outcomes: Streamlined work flow leading to a %40 reduction in backlog.
Operations Projects
CareGenie Program
Objective: We set out to create the best Troubleshooting flows on the planet.
Role: Project Manager
Execution: When I first joined the CareGenie team I was a individual contributor. I worked hard from day one to become an expert on the internal program and the ways of working the team used. Early on I was able to identify simple ways we could improve and this lead to me becoming the team leader.
As the Senior Program Specialist I acted as the team leader. I generated Quality Assurance and coaching methods for continual improvement. This included agile methodology like version control, quality check lists before we made the flows live, user acceptance testing, and impact tracking for after the flows were made live.
Stepping into the Senior Supervisor Role I was able to become the key manager of the Change Control Board pushing to generate new SOP that was being built out in our flows. Structuring work and helping the Program Specialist to level up lead to several member getting hired within the Product Engineering division of the company, employees coming out of this team were more prepared for the role than from any other team in the company.
Outcomes: Cost savings of over $1.25 Million in saved truck rolls, handle time reduction, and call back reduction. Positive attrition from the team. Improved SOPs and new SOP flows across 20+ products.
Launched Titles
PVNP
Role: Producer, 3D Artists, Technical Artist
Execution: The project began with setting out strong goals. Key objectives on this project were learning, team development, and establishing pipelines. Understanding the development of a game from start to finish is key for anyone wanting to make games. As two guys doing this after work we had to be even more judicial than another team might have to be as we scoped out the size and feature set of the game. We specified tasks on a project board in Asana and I assigned them out as we progressed to make sure we maintained velocity throughout the entire experience. Our timeline and budget were kept and we were able to successfully launch our first commerical title.
Outcomes: Fully featured Sokoban game released on Steam including a holiday event, achievements, and full controller support.
Personal Projects
Celectial Mirage
Role: Producer, 3D Artist, Technical Artist, Game Designer
Execution: This project was born from a simple thought. When Link in the Legend of Zelda walks up some stairs, what if it was actually built in 3D and just rendered top down? We decided to build that and play with the 2.5D elements including platforming and even a spiral ramp. Truth is it sounds a lot more interesting than it is fun to play. We created some interesting levels, but after the initial demo we killed it due to it not feeling like the right project.
Outcomes: Production pipeline development, R&D that lead to a succesfull launch.