Mark Peake

The live event in The Woodlands, Texas, demonstrated how powerful this type of collaboration is. Many stakeholders from Global Finance and SAP System Ownership saw firsthand how teams planned and prioritized work.

From the time ExxonMobil began adopting the Scaled Agile Framework, they had conducted program increment planning remotely.

While there was a success from these sessions, they lacked the live interaction with multiple global teams and efficient stakeholder alignment.

The successful alignment achieved at the face-to-face program increment planning carried forward into future remote program increment planning to the point that stakeholders were contacting product teams before the program increment planning sessions.

I reported directly to the CEO via a matrix of C-suite and VPs for this initiative.

Upon launch, Mitchell.com provided consistent online marketing flows for over 100 products, an eCommerce store linked to product pages, an online career center, and sophisticated online service offerings.

The initial team struggled for over a year under various leaders and webmasters. When I was asked to lead the effort, I empowered the new teams to leverage Lean-Agile methods and consolidate product information, branding, and automated service tools. The newly designed site was launched in four months by applying leading UI/UX practices and collaborating with an extensive marketing consultant (CCG.XM).

By consolidating over 60 web presences, we established a single integrated web presence that significantly reduced the cost of domain registration and multi-site maintenance.

At this point in Mitchell’s digital transformation, they had acquired many disparate service tools. Mitchell.com empowered multiple service organizations to consolidate and standardize their global service approach. This service organization won two SSPA (TSIA) STAR awards due to the consolidation and a certification program I initiated with service strategies.

I integrated multiple businesses, CRM, product management, privacy, and legal strategies to achieve organizational excellence producing the best measurement the Agile Center of Excellence had observed for business agility.

Led the Lean-Agile business transformation through a constrained privacy compliance schedule with dynamic global regulation, e.g., California’s CCPA, Brazil’s LGPD, and Europe’s GDPR.

Led five Agile teams to consistently deliver business objectives across iterative time boxes across three quarters.

Substantially improved program predictability through product management and agile team collaboration with alignment.

Leadership and engineering teams were balancing cybersecurity and privacy compliance, data governance, secure-by-design development, with agile delivery transformation. Add the delivery demands of electronic controller (ECU) solutions across electronic vehicle (EV) ecosystems that include AI/ADAS development for more complexity.

Rather than introducing multiple proprietary frameworks, I integrated secure-by-design principles, lean/agile delivery, enterprise governance, and engineering best practices into a cohesive operating model. This included collaborative development of security APIs, ISO compliance oversight, governance workflows, and data enablement processes that supported leadership and engineering without creating unnecessary overhead. From a GRC perspective, I established transparent reporting frameworks that were readily actionable by leadership.

Reduced time to market with enhanced product quality by empowering collaborative development of security APIs, ISO compliance oversight, governance workflows, and data enablement processes without creating unnecessary overhead.