Julissa Mateo Abad

• Rewrote the primary company website and added a portal to enhance customer visibility.
• Planned, allocated, and managed resources, managed risks, handled issues, developed progress reports, and communicated with stakeholders. Implemented Laserfiche BPM.
• Managed activities across different functional areas, such as finance, operations, and technology.
• Created a product release map and time and material contracts and monitored costs.
• Defined the review and approval steps for each phase of the development process.
• Developed a process for post-implementation and BAU support. Mentored team members and performed yearly performance evaluations, establishing the next steps based on the project’s needs.

• Led a cross-functional team to deliver an end-to-end technology solution, including integration with the company’s back-office trade processing and accounting system.
• Supported larger transaction volumes and developed a paperless office solution.
• Developed capabilities to provide value-added services to a growing client base.

• Developed team structures, career tracks, and role descriptions that enable the software engineering department of an enterprise company to scale.
• I also analyzed and improved the company’s software delivery processes and created an Agile SDLC.
• Engaged numerous business lines globally across functional areas and technology to design and deliver technology solutions and lead the omnichannel transformation for the Corripio Group.
• Conducted multiple process redesign projects for Corripio Group, including software development, help desk processes, and billing and invoicing processes.
• Led rollout of Office 365 software for all Corripio Group companies to facilitate collaboration and other goals. We deployed 2,400 licenses over six months.
• Designed and implemented change management plans related to implementing Scrum methodology and process improvement.
• Identified and recommended viable technology solutions to replace the service desk and led the implementation of Zendesk.

In the past six months, 90 percent of all 140 staff were trained (including senior management), a transition backlog was defined and executed, and the team was making significant progress toward increased efficiency and value delivery.

Enhanced vehicle sales through paperless management of customer and development team workflows.

• All major deliverables were successfully concluded by the deadline.
• We developed the entire agile development process using disciplined agile delivery.
• Created product release map and time and material contracts and monitored the costs.
• Established change control processes to manage scope and timeline.
• Developed the process for post-implementation and BAU support.

I was responsible for creating the initial timeline, budget, recruiting the team, and documenting the product and technical requirements from scratch. Additionally, I analyzed and improved the software delivery process and created an Agile SDLC for the company.

In addition to introducing Scrum practices and ceremonies, I aligned sprint durations with company standards and led the transition to Scrum. I also managed the backlog and helped write user stories to ensure that the backlog always contained the right amount of details with an agreed-upon user story format.

Scrum ceremonies and practices were introduced, sprint durations were aligned to comply with company standards, and I led the transition to Scrum.

I was responsible for creating the initial timeline, budget, recruiting the team, and putting together the product and technical requirements for the project, as well as providing technical guidance to the team about how to architect and resolve complex issues that occur when developing web applications, and migrating to Odoo.

My role also included improving the company’s software delivery processes and creating a new Agile SDLC.

As a restructuring consultant, I coordinated a team of software engineers, software testers, and UI/UX designers during activities such as wireframing, prototyping, engineering, unit, system, and automated testing.

I led the backlog management and helped write user stories to ensure that the backlog always contained the right amount of details with a standard and agreed-upon user story format.

In collaboration with the product team, development team, and SMEs, I also created and managed the product backlog as a single input for the team.

Worked with software engineers, software testers, and UI/UX designers to create wireframes, prototypes, engineering, unit, system, and automated testing. Implemented a time-and-material contract and a product release map, and monitored costs.

It was my responsibility to create the first timeline, budget, recruit the team, and document the product and technical requirements for the project. I also provided technical guidance to the team on architecting the system and finding solutions to complex issues that appear when developing web applications.

I was in charge of reorganizing the 54+ companies’ service center for Corripio Group and establishing a shared services center for the Corripio Group. Among the project’s principal objectives were to consolidate scale efficiency through standardization and span control, have an innovative demand management approach to promote self-service solutions, be data-driven to create a data-driven environment that gathers information properly and supports fact-based decisions, and have an automation mindset.

As a digital transformation consultant and project manager for Zoetis, I led the SOP standardization project for the Petcare Marketing department. My role involved defining project goals, managing timelines, and facilitating cross-functional collaboration to optimize operational procedures.

I conducted a comprehensive audit of existing SOPs, identifying gaps, redundancies, and opportunities for streamlining. I developed a centralized SOP repository in SharePoint, created standardized templates, and implemented naming conventions to ensure consistency. I also interviewed employees and designed questionnaires to gather insights on current processes, identifying inefficiencies and areas for improvement.

In addition to reporting progress and delivering key recommendations for process improvements, I proposed a simplified SOP governance structure to streamline approvals. While the project was paused for internal review, my work laid the groundwork for an efficient SOP management system, improving consistency and preparing the department for future digital transformation.

As a technical program manager (TPM) at Morsum, I focused on streamlining the onboarding process and implementing efficient workflows. I introduced the team to the Disciplined Agile Delivery (DAD) framework, helping them structure their operations more effectively. In collaboration with Ben, I designed scalable workflows using Miro to support the team’s growth. I led training sessions on Jira Work Management, enabling team members and related staff to manage and track tasks efficiently. I also reorganized the daily stand-up meetings to improve focus and productivity. Additionally, I developed a workspace for tracking action items, allowing for better oversight of tasks across the team. I played a key role in structuring the team’s roles and responsibilities, aligning them with strategic goals, and consistently supported the team in adopting new methodologies to optimize operations and task execution.

In this project, I successfully balanced my roles as a business analyst (BA) and project manager (PM), delivering key results across various stages. I led the user acceptance testing (UAT) process, ensuring high-quality standards and resolving issues promptly. I managed the configuration of production environments and secured user approvals for critical profiles and configurations. Additionally, I facilitated communication between teams, translating user requirements into actionable technical solutions. My contributions also included refining user journeys, planning sprints, and overseeing phase transitions. Through close collaboration with QA teams, I ensured smooth testing and project progression, contributing to the overall success of the implementation.

I played a key role in the digital transformation initiatives at DISH, successfully leading high-impact projects related to accounting, finance, and system migrations. I served as both a business analyst and product owner for the Salesforce to Odoo migration, where I was responsible for creating and refining the backlog, defining user stories, and collaborating closely with technical teams to ensure seamless implementation. I also led the UAT testing efforts, working alongside the accounting team to validate configurations, troubleshoot data migration issues, and ensure system readiness for go-live. Additionally, I have been instrumental in process optimization, improving reporting accuracy, and bridging communication between stakeholders and development teams, significantly contributing to the overall success of DISH’s ERP and financial systems modernization efforts.