
Seasoned Product Management and Software Development Professional
Provo, Utah Area

Seasoned Product Management and Software Development Professional
Provo, Utah Area
Have led development teams from cradle to grave on multiple projects, from desktop applications to high usage enterprise systems. My particular talent lies in understanding customer needs and being able to translate those into working systems. Depending on where I worked, that job has been labeled product manager, architect, or principle engineer; but the end-goal is the same, which is to understand the customer and get a product developed.
Moving into the future, I want to work somewhere that is going to make a difference. I've done enough "clerk programming" in my career; I'm ready to work for an organization that really values its people (hypocritical companies need not apply) and is doing something strong and dynamic. I've spent a lot of time learning technologies, both on and off the job, and now want to build something beyond the next IT accounting system. I want to hear words like Python, Erlang, and Ruby instead of words like process and analysis.
Product management, software development, software architecture, programming languages.
(Privately Held; Information Technology and Services industry)
January 2009 — Present (7 months)
(Privately Held; Computer Software industry)
April 2008 — November 2008 (8 months)
Bungee is expanding its product portfolio. My job is to ensure that the right product is built, starting with honing the idea through formalization and validation, sharing the idea through an MRD and product requirements, building the product through directing development and testing, and, eventually, releasing the product through working with the product marketing manager to ensure the product and its release plan meet.
(Privately Held; 11-50 employees; Computer Software industry)
April 2008 — September 2008 (6 months)
Provide a combination of product and project management for a services-like organization. Worked with multiple customers to understand their product needs, formalized those needs with requirements documents, and directed the development of those projects.
(Privately Held; 501-1000 employees; Computer Software industry)
December 2007 — April 2008 (5 months)
Laid foundation for transition from a client-server architecture to a web-based services oriented architecture. Ensured product management and engineering management understood the impacts of the architectural changes so future development would follow the new architecture. Led a team of three developers to implement a product that could act as an architectural reference application.
(Non-Profit; 10,001 or more employees; Religious Institutions industry)
November 2006 — November 2007 (1 year 1 month)
Implemented and taught developer best-practices for web content management to reduce development costs and simplify maintenance efforts. Developed process for application and infrastructure changes to increase quality and reduce web site outages. Led team of four developers shepherding the web content management and enterprise search technologies.
(Privately Held; 1001-5000 employees; Computer Software industry)
April 2002 — December 2006 (4 years 9 months)
Successfully led the development of an enterprise software product from conception to release, including gathering requirements from focus groups, defining an architecture, managing the development team, and ensuring operational readiness for the release. Managed a team of five to 12 engineers and a cross-functional team with members from marketing, sales, services, support, and test organizations. Evangelized new product internally and externally through trade show presentations, training, and sales visits to increase awareness of product to both sales and customers. Instrumental in overcoming technology challenges with OEM partners by ensuring SunGard had high visibility in the partner organizations. Worked personally with four key customers to move them from extremely unhappy to referencable. Implemented agile processes that allowed us to be more responsive to customer needs, increasing customer satisfaction.
(Public Company; 1001-5000 employees; Computer Software industry)
July 2002 — April 2005 (2 years 10 months)
Managed a team of software engineers developing an enterprise-class web content management system from ground up. Assisted in gather requirements from customers, building and delivering marketing message, and pre- and post-sale support. [Note: SCT acquired Campus Pipeline]
(Privately Held; 51-200 employees; Computer Software industry)
September 1999 — July 2002 (2 years 11 months)
Directed a group of 15 engineers in post-release maintenance to quickly resolve issues and ensure customer references of early adopters. Performed technical release management, ensuring all 25 engineers on the project followed technical standards and maintained scope, resulting in an on-time, quality product release.
(Public Company; 51-200 employees; Computer Software industry)
November 1996 — September 1999 (2 years 11 months)
Lead initiative to develop software to replace a 300 page catalog with an interactive, CD-ROM application. Worked with designers, vendors, and other groups within the company to ensure that the software met the needs of development, marketing, and IT.
(Public Company; Computer Software industry)
1996 — 1999 (3 years)
(Same as Viewpoint Datalabs above)
(Computer Software industry)
1996 — 1996 (less than a year)
(Computer Software industry)
1995 — 1996 (1 year)
(Computer Software industry)
1995 — 1995 (less than a year)
(Computer Software industry)
1994 — 1995 (1 year)
(Public Company; Computer Software industry)
1992 — 1993 (1 year)
BS , Computer Science , 1990 — 1996
Photography, Programming Languages, Concurrent Systems, Web Development
AIIM