Andrew McSherry

I managed a cross-functional team of data scientists, data engineers, and Adobe content managers to deliver a platform to ingest Google Analytics data in real time from a major UK broadcaster's app and perform insights resulting in personalized viewing recommendations.

The project utilized many AWS services, including Amazon Redshift, Matilion ELT, Amazon Athena, Amazon S3 for warehousing, and R to produce unique insights and the next-best TV recommendations. Recommendations were available through email using Adobe Campaign or Memcached in-memory API for the client's online portal.

When I took over this project, it failed to deliver, the backlog was a mess, and the client was losing faith. In response, I restructured the scrum boards, mentored the team in agile, and introduced some best practices for requirements gathering and product development. The result was better client engagement, predictable delivery, and high client satisfaction.

I delivered an omnichannel platform that ingested corporate, clickstream, and 3rd-party data to generate personalized recommendations and the next best action for clients across various online properties. When I arrived, system delivery was unpredictable, and traceability of requirements to multiple stakeholders and project funding sources was almost impossible.

To fix this, I introduced a product development methodology that combined some elements of agile with various aspects of Waterfall to create a scalable, agile pod structure that could adjust to the various demands of stakeholders. The result was an ability to drive business value with enhanced metrics that demonstrated the revenue impact of software delivery. This enabled us to fine-tune our backlog prioritization and exceed program goals by 110%.

I was responsible for the end-to-end program, including requirements prioritization, resource forecasting, financial management, and production support. My team consisted of business analysts, architects, data scientists, data engineers, report writers, developers, and testers.

I managed a multimillion-dollar system transformation for a major VoIP telecommunications company. I worked with stakeholders to capture program goals, developed a business case, and created a transformation roadmap that touched all core systems. I managed a team of senior C-level executive stakeholders and managed the budget and resourcing. Highlights of this transformation include a brand new self-service capability and knowledge base system that improved call deflection by 10% in its first year. I also delivered time-saving improvements to the customer care desktop for internal agents, which resulted in a 15% reduction in cost per call.

I created a new data warehousing platform to store customer and supplier data for a multinational tendering system. I interviewed key stakeholders, reviewed legacy reporting systems, and defined a target data architecture and requirements. I also created a set of requirements in Confluence and user stories in Jira and managed the platform delivery.

I managed over 140 consultants for an Indian offshore company involved in building out a strategic data platform. Our consultants were split across several initiatives, but all were involved in creating components for a single platform.

When I got there, the client's perception of our ability to deliver was seriously flawed. I spent three weeks performing a fact-finding mission and creating a get-well plan.

First, I reinforced the notion of accountability across the team and encouraged more formal cross-team communications through the individual project teams and scrum masters. Second, I took over the formal client communications on status, contracts, and all escalations relating to our performance to improve our messaging quality and consistency. Third, I provided a series of recommendations to the client on ways in which they could be more efficient and strengthen utilization, as well as ways in which we could add value.

The results were staggering. We implemented our plan, providing feedback to our major stakeholders. Our performance and client satisfaction scores soared, and our teams began to engage more constructively. Ultimately, we won more work and grew our consultant base by 50% within a year.