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Work Background
GroundswellProduct Manager & Product Operations Leader
Jan. 2024 - Feb. 2025I joined Groundswell to serve as the Product and Product Operations leader for a pivotal program with the Centers for Medicare & Medicaid Services. In my role, I partnered directly with the client to build product strategy, prioritize the roadmap, and lead process improvements in how we planned, documented, built, and released impactful enhancements to the current system. I led a strong team of product managers and product operations. I partnered directly with ePMO, UX, engineering, and support to provide the highest quality solutions to Federal and State users.
LiteraVice President, R&D Operations
Jan. 2022 - Jan. 2023I joined Litera during a critical phase in a large technology transformation, addressing challenges inherited from multiple acquisitions. In 2023, our focus was on uniting teams, tools, processes, and metrics. In the first half of the year, the R&D Operations team achieved the following: 1. Successfully migrated over 750,000 tickets, 650 users, and 250 projects to Litera's standard Jira instance, saving $150,000.
2. Implemented standard scrum practices, improving compliance from 38% to 100% and completion rates from 22% to 80%.
3. Introduced release dashboards for transparency across the organization, displaying content, risk, and health.
4. Reduced duplicative tools, saving $1.1 million in annual operating costs.
5. Established a release management and ePMO function within the Ops organization.
6. Collaborated with People Ops to enhance onboarding boot camps, reducing onboarding time to 60 days. By the end of 2023, we fully implemented several key programs:
1. Created an M&A playbook for future acquisitions, covering budget, people, tool, and process integrations.
2. Implemented Pendo on growth products, including in-app messaging.
3. Instituted a production change control process ahead of schedule, providing transparency, controls, and audits Litera-wide, including notifications and RFP/Contract language updates.
4. Established contractor management program managing 29 vendors with a path to consolidate. 5. Streamlined evidence collection for audits.
6. Automated board deck content creation for CPO and CTO organizations. Additionally, as Chief of Staff for the CTO, my responsibilities included managing all CTO team budgets, ensuring timely, executive-level deliverables from CTO leadership, coordinating content and deadlines for board, ELT/SLT, All Hands, QBR, and leadership meetings, engaging with cross-functional leaders on all projects ensuring buy-in and training for their teams, writing a monthly R&D newsletter, and contributing to strategic decisions.
CodilityHead of Product Operations
Jan. 2021 - Jan. 2022I established and led the Product Operations function, concentrating on tool standardization and process excellence. I successfully implemented a release management function, resulting in predictable planning, transparency in release content, and, in partnership with PMM and Customer support, effective client communications with each release. Once implemented, 100% of major releases were on time, including in-app and email communications for our clients. My team led agile methodologies across eleven product teams. We shifted the Agile champions' focus to continuous improvement and standardizing agile practices across the enterprise. Once the program was implemented, the development teams consistently hit 90% of planned features delivered, continued to improve velocity, and saw a 35% decrease in escaped defects within two-quarters of release development. I partnered with the CTO and CPO to establish and measure OKRs across product and engineering, implementing a solution In Jira that automated updates based on work being done. The reporting framework was adopted across the organization. My responsibilities also included standardizing Jira and Confluence usage, including establishing company-wide dashboards for each product, release, and client health. This provided transparency throughout the organization for the first time on release scope, feature slips, quality, risks, dependencies, and productivity. I also implemented and trained the organization on the transition to UserVoice and Pendo Engage, ensuring continued adoption and usage after launch. I was appointed to lead the task team and customer support organization in addition to my Product Operations role. Our task team, which is responsible for creating the test tasks in the platform, boasted a 175% output increase in 2024 without additional headcount. Our support team yielded a 23% reduction in support tickets and a 53% reduction in engineering escalations within three months.
MedeAnalyticsAVP of Product Ownership and Product Operations
Jan. 2019 - Jan. 2021I applied for and was hired to lead the Product Owner team of three directors and eighteen Product Owners. In this role, I continued to lead the Senior Leadership Team and Release Management Council and stood up Product Operations where I directed Product team processes, metrics, and calendar, overseeing all tooling and KPIs. Our Product Owner team achieved a 75% reduction in user story churn and a 65% reduction in defect escapes within a year; this success has continued in subsequent years. Our product development teams have also consistently hit a 100% on-time release completion rate within three months of the Release Management Council's adjustment to how major and minor releases are gated, scheduled, and promoted. In my role, I also owned execution to our goals in both product and across MedeAnalytics. I collaborated with the President and Chief Product Officer to establish annual and quarterly goals for the entire product organization, ensuring cross-functional alignment with my peers on SLT. Within my first 60 days, I noticed a lack of understanding of what value our teams were developing release over release, and how our clients adopt and continue to use newly released features. To address this, I initiated and led the Adoption program, integrating Pendo to provide quantitative and qualitative data for product, account management, and other key organizations. We provided feature guides highlighting intended use, target personas, and in app-resources to help educate and drive adoption across our base. I partnered with Pendo to commercialize their OEM offering within our portfolio, which provides self-serve, private analytics and guides to clients, anticipating $2.5 million in revenue in the first year and a path to an additional $10 million annually in the next five years. The first client went live in early 2022 on the new solution.
MedeAnalyticsAVP, Quality Assurance
Jan. 2017 - Jan. 2019Richardson, Texas, United StatesI joined MedeAnalytics to lead the newly centralized Quality Engineering team. I transformed the global organization from purely ad hoc testing to automating in sprint, introducing end-to-end test metrics and agile automation strategies. Together with my leadership team, we led eighty-three test professionals, implementing Tricentis' qTest Manager with a swift transition from 0% to 95% test tracking in one year. We also established an automation team to focus not only on the framework and automating of new and regression tests, but also to help build testability into the code during ideation and development. The initial project tested the integrity of data loads to the system, and we were able to reduce delays from six a day to less than one delay a month on average. One of the harder tasks in my first six months was to analyze and optimize our global staffing strategy. With our improvements well underway, we were able to exit one offshore contracting vendor of 26 resources without disruption. Through this, we also identified a large gap in professional development for our staff, so we partnered with HR and implemented career pathing and competency ratings for all members of the QE team. Cross-functionally, I helped form an Agile and Release Management committee which included product, engineering, sales, marketing, support, and services. We developed processes, metrics, and rhythms of the business that met the needs of all stakeholders, failed fast, and fueled consistent measurement of progress, health, and revenue projections. I took the initiative to establish the first formal SLT. In our first year, we focused on building relationships, understanding what each team in the organization does, and sharing dependencies between our annual goals to ensure we had alignment to execute to ELT vision. I was nominated by the CEO to lead a companywide two-day leadership symposium for eighty-nine people leaders, earning an overall 5-star rating.
MicroPactDirector of Quality Delivery
Jan. 2014 - Jan. 2017Raleigh-Durham, North Carolina AreaI built and led a centralized Quality Engineering department at Iron Data (now Tyler Technologies via MicroPact), growing the team from 11 to 29 members within the first year. I established company-wide testing standards, implemented agile practices, and partnered with engineering to build the foundation for becoming a high-functioning DevOps-focused organization. This effort not only tripled our testing capacity but also brought forth metrics to help drive decisions on quality, release management, code coverage, staffing, resource allocation, and future planning efforts. As part of the engineering leadership team, I played a key role in setting organizational direction and vision and also managed the $1.9 million QA budget. I was also the bridge between engineering and support for communication, release probability, and client escalations. I successfully addressed critical quality client escalations, turning all three at-risk clients into references by working closely with the client, support, product, and engineering. During the Iron Data and MicroPact merger, I assisted in aligning organizations and played a crucial role in balancing resources and integrating our tools and processes. Subsequently, I transitioned to run quality for the Professional Services organization. My team focused on innovation and continuous improvement, closing the gap between delivery and product teams by providing valuable feedback on core defect density, implementation architectures, and new feature suggestions based on customer feedback. I continued to manage Get Well plans for contracts with dissatisfied customers, engaging directly with project management and clients to revive projects. We strengthened 10 contracts (estimated at $9.2 million), delivering on time and turning disgruntled customers into references.
NetAppEngineering Program Manager, Quality Assurance and Release Management
Jan. 2010 - Jan. 2014Cranberry Twp, PAI joined NetApp as an Engineering Program Manager for a pillar of the QA organization. Initially, my scope was supporting my leadership and our team's testing programs and progress. My background and quality of work led to several opportunities to get more involved across the global QA organization. I drove programs that spanned the entire development team to ensure overall quality initiatives were successful across all functional units. In this effort, we introduced agile methodologies across the twenty-five development teams. Within four months, teams were trained and dashboards were created to monitor work breakdown, dependency management, release health, and go/no-go decisions across the enterprise. This was a fantastic team effort that was completed on time without financial or commitment impacts. I was also a key resource for the newly established codeline stability program. The testing spanned seven layers of tests, from unit tests through robust release readiness suites, measured and trended weekly. I worked with engineering and quality leadership to create standards, real-time reporting, and documentation for each of the seven layers in the program. I also monitored code line quality across six continuous branches spanning three major releases with a combined budget of $13 million and worked with twenty-five business units to implement over three hundred API level stability suites comprised of approximately 750,000 tests per branch. In this program, I also monitored triage and branch health, managed backlog and resolution of escalated issues, and reported weekly to over two thousand global engineers, managers, and executives on the quality of our code for each branch. I co-led the QA Release Management team, where QA leaders partnered with release management to ensure data demonstrated delivery readiness and profitability. This information was summarized and presented weekly to senior leadership and executive release owners for each major release.
Northwestern UniversityTeaching Assistant
Jan. 2010 - Jan. 2012After earning my Masters in Medical Informatics at Northwestern University, I spent two years as a Teaching Assistant at Northwestern University. I assisted with courses primarily in leadership development and legal considerations in healthcare and was responsible for grading discussion board contributions, communicating with students about schedule changes and other course logistics, assisting students with their coursework, and supporting the Professor as needed throughout the session.
AllscriptsManager of Quality Assurance
Jan. 2006 - Jan. 2010Malvern, PAI joined Eclipsys, now Allscripts, in May 2006 as a Senior Test Engineer responsible for leading the test automation team for the Sunrise Clinical Documentation. After the team demonstrated success with QTP and Quality Center, she was asked to build our Automated Testing Services team in Baroda, Gujurat, India. She grew the team from 0 to 33 employees in under four months, and together, they built a robust automation framework and introduced metrics on coverage, release health, and progress. During the first year of the program, the team hit their goal of 50% of regression tests automated and integrated into the build pipeline. As the team continued to improve, I was asked by senior leadership to spearhead a QA-wide metrics initiative, collaborating with QA managers across all software teams to universally monitor, predict, and report on product and release health. In this effort, I also led the Change Control Board for HP Quality Center; this is where I found my passion for continuous improvement, simplifying processes, and leveraging metrics that matter to make decisions. My responsibilities also grew to include functional QA as I was promoted to QA Manager for the Platform Engineering group which was responsible for testing the first integrated Sunrise EMR solution, a testing effort that required technical, functional, automated, and performance testing in rapid sprints. In this role, I also acted as Scrum Master and was responsible for the communication, management, and tracking of change requests from internal, dependent product teams. In addition, the Quality Center Change Control Board and metrics initiative evolved and led to the Metrics and Process committee, where I both chaired and contributed.
SXC Health Solutions Manager of Quality Assurance
Jan. 2005 - Jan. 2006Warminster, PAI joined HBS (acquired by SXC Health Solutions in my tenure, and is now Catamaran Corporation) in 2005. I led the QA team responsible for testing all of the software solutions and scaled the team to also be able to act as tier-three support for challenging escalations. I was also asked to lead the source code and requirements management solution for the company, which required requirements gathering, implementation, UAT, training, and launch for the engineering, quality, and support teams.
Dunn SolutionsProject Leader
Jan. 2004 - Jan. 2005Skokie, ILI joined Dunn Solutions in 2004 as a Principal Consultant to train and consult on requirements tracking, testing, and source control tools. My primary responsibilities were for pre-sales demonstrations, implementations, and training for the firm's enterprise and strategic customers. I expanded this program to also include Dunn Solutions consultant training and stayed up to date on trends, updates, and innovative ways to use the software to provide the latest and greatest to our clients and staff.
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