Kamil Imański

Set up and managed a group of 10-15 professionals responsible for delivering front-end refreshment for legacy systems. Implemented Agile solutions to execute a program of initiatives, deliver value frequently, and improve work forecasting.

During the bid phase, I interacted with the selling team, solution architects, and technical leaders to elaborate on high-level customer and business requirements, craft and review proper solution design, prepare project estimates and risks, and lead the bidding phase to obtain a PO.

After the bid was won, I quickly mobilized the project team due to the previous collaboration with the portfolio manager about project resource demand. In the meantime, I managed to create a product backlog with the product owner, solution architect, and developers.

The work progress was monitored closely during the development because of the different dependencies (like providing test samples) between the CSP (Content Service Provider) and the project team. The project team released increments several times to the customer representative testing environment for internal testing (FAT) and external testing (SAT). In the end, the project was slightly behind schedule (due to the external risks), however within the budget and, most importantly, with good customer satisfaction.

During the assignment in The Recycling Partnership, I was accountable for preparing grant agreements (contracts) for MRFs, managing project budgets, and creating project roadmaps using Notion. Moreover, I focused on continuous improvement activities. For this reason, I implemented several enhancements in Notion, like the stakeholder engagement tool or meeting notes optimization.

During this migration project, I was accountable for gathering and elaborating requirements and crafting the product backlog in Jira to ensure team alignment and make it easier to track and forecast the work performance. I was also accountable for estimating the project work and splitting the work among technical and product team members.

Customers believed the legacy system in use was not reliable. They requested a tool to validate if the data captured and stored in the SQL Server and content store database corresponds to the data ingested in the system. I was accountable for managing a small development team of C++ developers, managing wide stakeholder group expectations, and delivering product increments in line with the roadmap.

I acted as a scrum master and servant leader to three small agile teams accountable for developing and maintaining tens of small projects within the customer portfolio. During planning and refinement sessions, I supported the product owner and portfolio managers and improved the team workflow during sprint retrospective sessions.

Managed the project end-to-end (from discovery up to production deployment and measuring the benefits realization) related to creating the online ordering workflow for Owens Corning.

Because Owens Corning is a manufacturer, there were many requirements and dependencies that don’t appear in regular eCommerce projects.