Miamisburg, Ohio, United States
I was a database guy. SQL, ETL, Teradata. Pulling reports at Reynolds and Reynolds, then Illumination Works. Got promoted to supervisor. Then someone mentioned this "scrum master" thing. I had no idea what I was doing. So I consumed everything - servant leadership, agile, scrum. Quoted the Scrum Guide like gospel. That got me through for a while. Somewhere along the way I stopped caring about framework adherence. I can't pinpoint when. It just happened after seeing enough teams, enough industries, enough by-the-book implementations that helped nobody. Now I care about one thing: helping teams deliver value with less waste and less friction. Frameworks are vehicles, not destinations. I write for seasoned team leaders, scrum masters, project managers, product managers who've been doing this a while and feel the ground shifting. Roles dissolving. AI changing everything. Younger teams that don't respond to what used to work. That person wondering what still matters and what they need to learn next. That was me a few years ago. I'm just a little further down the road now. Nine years as a scrum master, agile coach, Kanban trainer, Agile Kata Trainer, RTE, SPC and SAFe trainer. I've supported up to seven teams at once across HR, cybersecurity, software, finance, medical, and retail. Teams of five and teams of twenty-three. Organizations of thirty-five and organizations over five thousand. I've coached teams from waterfall to agile, dropped cycle times, and helped teams stop rolling work over every sprint. I mentored a business analyst targeting product owner -he got promoted seven months into our twelve-month program. I hold a PSM III, PSPO II, and certifications in SAFe, Kanban, AI, and Agile Kata. I've learned from Prateek Singh and Dan Vacanti about flow metrics, predictability, and scaling smartly. I’ve learned from Ryan Ripley about the intricacies and nuances of scrum. I’ve learned from Lyssa Adkins about coaching teams to greatness. I build tools - Monte Carlo simulators, capacity planners - to help teams forecast with real data instead of made-up numbers. No sugar coating here. I'm pragmatic, genuine, and a bit rough around the edges. I'll tell you like it is because that's what actually helps. I'm here for the older folks looking to evolve or reinvent themselves. And for the younger folks who don't want to get stuck. If you're a scrum master wondering how to stay relevant - follow me. If you want a straight conversation about what's actually working - DM me.
• Enable cross-team alignment and delivery flow across multiple Agile teams, driving faster risk resolution and increased transparency into program-level progress and dependencies. • Partner with Product and Engineering leadership to enable value delivery through clear prioritization, transparent metrics, and adaptive planning practices. • Establish and maintain flow metrics (Throughput, Cycle Time) across the team to improve forecasting accuracy and decision-making. • Lead AI adoption by participating in the organization AI pilot program and leading a team of early adopters to implement AI usage within the Agile organization. • Support the Agile Practice by defining and reinforcing Agile standards, contributing to maturity assessments, and mentoring Scrum Masters and Product Managers. • Drive continuous improvement through data-informed retrospectives and targeted experiments that strengthen team effectiveness and predictability.
Amtrak – PCI DSS Compliance • Directed Agile delivery for a $3M+ enterprise compliance program, aligning cybersecurity, network, and operations teams to meet PCI DSS regulatory milestones. • Implemented a scaled Kanban system across 15+ teams, reducing WIP and improving forecast reliability through real-time flow analytics. • Partnered with executive leadership to transform progress reporting into actionable insights, fostering alignment across 5 stakeholder groups. • Coached seven Agile teams through maturity growth, enabling consistent estimation, predictable velocity, and cultural adoption of Lean-Agile principles.
Cox Enterprises – Info/Infra Security • Led the transformation of three infrastructure teams from waterfall to Kanban, improving delivery forecasting, capacity visibility, and velocity tracking - laying the groundwork for sustained agility across technical teams. • Coached product leaders on adopting product-centric thinking within a Kanban system, helping teams align better with business goals and deliver measurable value. • Built real-time flow metric dashboards in TargetProcess, enabling leadership to monitor progress and identify areas for continuous improvement across high-priority digital initiatives. Cox Enterprises – Human Capital Management • Implemented and interpreted team-level flow metrics to drive data-informed continuous improvement conversations with stakeholders and executive sponsors. • Converted two waterfall teams to Scrum, increasing throughput by 5% and reducing cycle time variance by over 60%, resulting in more predictable delivery and stakeholder confidence. Lowes – Supply Chain Management • Led Agile transformation across five cross-functional scrum teams to build a modern supply chain platform that enabled real-time product movement across 252 U.S. delivery hubs, reducing risk and accelerating ROI. • Created leadership dashboards that enabled executive-level strategic planning, improved transparency into delivery health, and supported prioritization of high-value features across the portfolio. • Established and facilitated successful virtual PI Planning sessions across multiple teams and departments
• Reorganized Azure DevOps boards for 3 scrum teams to allow for a simple and effective way to visualize the workflow • Planned and monitored project deliverables using a Lean mindset to reduce waste by 5% and deliver within budget • Fostered a culture of positivity and agility in collaboration with Product Owner and Development manager to drive employee engagement up by 7% • Guided 2 scrum masters as a career coach to support career growth and development • Boosted development team morale and increased development team participation in daily scrums from 75% to 100% within the first month in the company
• Managed 3 teams in delivering value to stakeholders and adjacent teams through Scrum • Influenced and educated the product owners and product managers, especially on grooming and maintaining the product backlogs of over 100 items • Created visible information radiators (burn downs, velocity chart, cycle time chart), dashboards and demos using Azure DevOps, Excel and Power Point to provide metric reports to reduce waste in the roadmap process • Coached and mentored other agilists in the company mentorship program which resulted in the promotion of one individual to a product owner role • Optimized time to market by 3 days by identifying and decreasing dependencies between 4 software development teams and 2 engineering teams across the organization