Jessica Brim

I headed the Agile transformation of development and product teams at a health IT startup. The teams were poorly organized and were not communicating across products despite the need to collaborate on critical features. Development resources were consistently used to develop the same feature twice, and data was not being smoothly passed between key applications. Deadlines were being missed due to the lack of understanding of volume and dependencies. In addition, the lack of transparency led to stakeholders constantly changing requirements due to a lack of fixed work and KPIs.

I moved the entire team into a Scrumban setup and began tracking all activities with user stories, epics, and backlogs in Jira. Also, I implemented daily standups and PO meetings, as well as a review cycle, retrospectives, and an overarching scrum cycle that allowed stakeholders to see the progress of work when requirements could no longer be changed and what KPIs the project was being measured against. The productivity increased by 60%, and the team morale vastly improved.

Visiting nurse services provide senior care over large areas, requiring coordination of resources. At the time the project started, customer cancellations and no-shows were at an all-time high.

Our business case demonstrated that geolocation and integration would increase service utilization and customer happiness.

We built a custom solution that integrated Google Maps API with Google Calendar API, a proprietary CRM system, and a back-end administrative tool allowing real-time booking and demand adjustment based on location.

At the start of the project, booking was handled via a spreadsheet with no access to real-time data, resulting in poor usage and customer dissatisfaction. Cancelations, customer service, time management, and geolocation of services were handled via three separate teams with no connections. Utilization increased by nearly 90%, and cancellation rates decreased by 50%. Customer satisfaction tripled. As a direct result, revenue projections increased by almost 30%.

I led the discovery of product requirements, operational processes, and technical requirements for a COVID-19 return-to-work application for a major global entertainment brand. The application allows the management of COVID-19 symptom compliance and checks in alignment with local regulations, HIPAA and GDPR compliance, and emergency management of exposures.

Additional work at the enterprise level included vendor selection, processes for integration with HR management systems, badge management systems, data privacy, mobile communications and push notifications (within the mobile app), and emergency management protocols.

I headed the 0-1 pitch, design, and build of the integrated mobile event experience for Professional Bull Riding (PBR), including mobile app and interactive gaming components. The engagement was five times that of comparable experiences.

I managed a team of designers and developers to design and build a new mobile-first executive coaching platform. Also, I coordinated all project activities and interacted with C-level leadership to ensure product quality and timely delivery. I developed internal-facing tools and worked on B2C and B2B.
Technologies used included React, Ruby on Rails, and AWS.

I designed and built the first-ever mobile application for Barrett-Jackson, the world's largest car auction.

The app included:

• Custom APIs to integrate into the Barrett-Jackson automobile database and serve real-time bid data to the mobile application.
• Integrated to real-time television feeds and enabled streaming directly to the mobile apps.
• Overlayed bid and automobilia data on real-time video feeds, combining proprietary design and data.