President and founder of a friendly little indie game company that makes fun card, board, and tabletop games with an irreverent party theme.

Senior Full Stack Software Engineer for Community Knowledge Team (Enterprise Engineering). Technical lead responsible for internal Wiki application. React / Hack / PHP / GraphQL / SQL

As a development team lead, I am responsible for all aspects of my team including, hiring, mentoring, and day-to-day operations. Typically, I lead one full size development team (5-6 engineers, 1 scrum master and 1-2 test engineers) or two smaller teams. In addition to the direct team, I also engage with legal, regulatory, quality, production, and manufacturing. In this role I worked closely with another development lead and our direct manager to significantly ramp up our internal development skills. As part of this, we introduced Agile/Scrum development processes for the first time within the Enabling Technologies group. During this ramp up, I interviewed dozens of engineers, scrum masters and testers and held a primary role in the building of our internal development teams. Having been in this lead role, I had the unique opportunity to help define our SDLC processes from the ground up.

I have been the Directly Responsible Individual (DRI) for three major software projects as well many other minor projects & proofs-of-concept. My responsibilities spanned initial conceptualization, requirements gathering, architecture and design, code development, verification testing, validation testing, deployment, and post-deployment surveillance. Having proven myself as a highly competent software architect, I have also consulted on nearly every major software project within Enabling Technologies as well as a few outside of our group. In my role as DRI, I have also been a lead contributor to the Design History File (DHF) and 510(k) regulatory submissions to the Food & Drug Association (FDA) and other international agencies. I have also participated in multiple Voice-of-the-Customer (VoC) engagement events and have consulted with our surgeon design team on our products.

The six power generating assets owned by PSEG in New England were operated by a centralized leadership team with personal scattered over all sites. As the Work Control Manager, I was responsible for planning of all regular and outage maintenance. I directly supervised a team of 5 planners whose job it was to plan all of the maintenance items that occurred in the powerplants. Additionally, I was the primary project manager for the plants outages, which are periods of intense maintenance where the plant in taken out of operation, typically 2-8 weeks. During outages, I had operational oversight of all work in the plants and was responsible for 100-200 PSEG craftsmen and external contractors. I was responsible for an average $6,000,000 in annual outage maintenance activities.

During my short tenure as Work Control Manager, I created a comprehensive program for process improvement in the planning department which included several aspects based on AGILE and LEAN SIX SIGMA. In 2014, the planning department saw a 50% increase in productivity and a nearly 100% reduction in planning procedural violations. I was also solely responsible for a corporate level initiative to develop a more efficient and effective outage planning procedure. This streamlined process, not fully implemented at the time I left the company, streamlined the milestone planning process from 27 to 14 key milestones, eliminating an estimated 10-20 hours of inefficient work for Work Control Managers during each outage. Companywide, it was estimated this initiative could save $25,000 - $35,000 per year.

Served as Quality Assurance Officer (QAO) which is the quality manager in charge of all quality assurance activities on a nuclear submarine of 135 highly trained technicians and supervisors. As the USS California’s first post-shakedown quality manager, I developed and implemented all aspects of the quality program including establishing what have now become long standing quality standards. As QAO, I also served as the ship’s Availability Coordinator. This position was the ship’s primary liaison to the shipyard as well as primary project manager for an availability spanning 300,000 man-hours and $70,000,000. I also served as the ship’s Assistant Weapons Officer (AWEPS) and helped run a department of 2 junior officers, 4 chief petty officers and over 40 sailors.