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Meko Kofahl

Meko Kofahl

London, United Kingdom
Member since November 2, 2018
Meko has been working with technology and software development since the early 1990s, initially in website development, then transitioning to managing general development delivery, system integration, project teams, and project portfolios. Her industry experience has included several telcos and technology start-ups. Most recently, she has begun coaching waterfall-to-Agile transformations and has helped several SMEs with their migration to Scrum.
Meko is now available for hire
Project Highlights
Expertise
  • Agile Project Management
  • Agile Transformation
  • Agile Workflow
  • Process Design
  • Process Optimization
  • Project Lifecycle
  • Project Planning
  • Scrum
Education
Employment
  • Chief Product Officer
    2019 - PRESENT
    To The Power Of...
    • Created, prioritized, and maintained product backlog for this seed funding-level startup.
    • Managed the development team and served as liaison between them and the CEO/CTO.
    • Implemented development best practices in the areas of quality and testing.
    • Managed project timelines and development budget.
    • Developed grant applications and prepared other funding materials.
  • Head of Change Management
    2017 - 2018
    Ixaris Systems Ltd.
    • Designed and implemented change management plans related to the implementation of Scrum methodology and process improvement.
    • Applied change management plans to facilitate the culture of transformation, including a shift to use of OKRs (objectives and key results) for most staff.
    • Defined an implementation plan for metrics and worked with the Executive team to prioritize appropriately.
    • Presented regularly at all-company town hall meetings on progress/next steps and personally conducted customized training sessions.
    • Managed PMO and the project management team, addressing transition issues from waterfall-style reporting to more Scrum-appropriate metrics.
  • Contract Project Manager
    2016 - 2017
    Vodafone Malta (Contract)
    • Successfully completed a distressed Siebel CRM Implementation which had been mismanaged by underqualified internal resources.
    • Served as technology team liaison to the Oracle consulting team for a major technology project.
    • Conducted initial billing project requirements definition for the technology team.
  • Contract Project Manager
    2015 - 2016
    Government of Malta (Contract)
    • Led the planning for a €10 million overhaul of the national Pitkalija farmer’s market. Aspects of the project included the technology, location, construction, logistics, workflow, and staffing aspects of the market, as well as comparative analyses of other national markets in Europe.
  • Interim CIO
    2013 - 2015
    Hili Ventures
    • Developed and maintained a groupwide 3-year IT strategy and budget for Hili Ventures (serving as interim director of IT) and began building a PMO to support the implementation teams across the group.
    • Hired and mentored junior PM staff and led the technical contract teams. Converted strategic plans into prioritized project and action plans and worked with various companies, teams and departments on implementation. Developed and reported multiple sets of corporate KPIs to senior management and at board level on overall performance.
    • Led the implementation of Prophix software deployed for groupwide financial consolidation (€150,000 budget).
    • Led rollout of Office 365 software for all Hili group companies to facilitate collaboration and other goals (700 licenses deployed over 6 months). Included installation, training, and ongoing consulting on department usage and development of intranet sites.
    • Filled in for the COO directing the execution of his operational strategy while he was occupied with an aggressive acquisition schedule.
    • Conducted multiple process redesign projects for PTL Limited (included Software Development processes, Help Desk processes, Billing/Invoicing processes). Introduced Agile software development methodology to PTL.
    • Guided the PTL software team to receive first-ever ISO 9001 certification, helping them define appropriate processes and document them sufficiently.
  • Senior Project Manager/Process Manager
    2005 - 2008
    BEA Systems
    • Created the project office for a start-up telecommunications-focused division of about 50 people, delivering three new products and miscellaneous other projects (maintenance packs, etc.) on an annual timetable using Agile methodologies.
    • Delivered strategic projects included annual budgeting and planning, risk assessments for moving an entire product’s development offshore, and implementation of that offshore move to a 100-person Beijing-based team. Oversaw the Beijing team to ensure successful delivery.
    • Managed two critical early implementations: one for AT&T with a value of $2 million, and one for Cingular in the range of $5 million.
    • Created and managed an early-adopter beta programme designed to provide early access to our software in exchange for customer feedback and personalized implementation support.
    • Onboarded the initial department offering, a SIP Server product purchased from a Japanese company. Served as liaison with the Japanese vendor, created initial documentation and installation packages, and worked to set up an internal test environment to allow for internal training and development experience.
  • Contract Project Manager
    2002 - 2005
    Personix (now Fiserv)
    • Managed the data integration project for Personix’s major client, Verizon. Worked extensively with Verizon personnel to coordinate data formats, testing, reporting, and planning.
    • Led the internal development team for the migration of 10 disparate COBOL systems to a rules-based EAI (Mercator) system.
  • Operations Project Manager
    2002 - 2002
    H3G
    • Managed the testing and operational readiness of the application teams, including the flagship Italian go-to-market application “VideoGol”. This application, was the first video sports highlight application delivered by any major telco at the time.
  • Technical Project Manager
    2001 - 2002
    Etnoteam s.P.a. (Contract)
    • Led the team of 25 Italian developers delivering 10 discrete WAP and website applications on behalf of Omnitel and Etnoteam for the global launch of Vodafone’s Vignette-based Vizzavi portal.
    • Served as liaison to Etnoteam's client (Vodafone's Vizzavi CIO) with a smaller onsite installation team of ten resources, responding to customer requests, changes, and operational requirements.
  • Director of Technology
    1999 - 2001
    Modaexchange.com
    • Led development of the original business plan which resulted in a successful seed investment of $1.25 million.
    • Designed the integration architecture for combining the inventory and production data across multiple disparate designers' technology systems.
    • Negotiated the use of QRS software, representing use of a multi-million dollar system on a revenue-sharing basis with no upfront cash investment.
  • E-Commerce Lead/Technical Project Manager
    1998 - 1999
    Baker Robbins & Company
    • Managed two major e-business projects for clients – one Fortune 50 company and one Fortune 500 company. Both projects were firsts in their respective industries and are among the “success story projects” listed on the company’s webpage.
    • Managed the Y2K testing and performed some process design for a major division of a Fortune 10 company.
    • Led a small development team to build a web-based interface to a CICS system for the purpose of online auto loan applications for a Fortune 10 company.
    • Created new legal XML service offerings for Baker Robbins to market to current clients.
  • Senior Systems Analyst
    1997 - 1998
    Compaq Computer Corporation
    • Responsible for the requirements definition, planning, prioritization and project management of all Internet projects within North America, as well as representing North American requirements in Global projects.
    • Managed a portfolio of 100+ projects, with individual project budgets up to US$11 million. Total portfolio value exceeded $160 million.
    • Delivered a customer configurator to allow the online customization of consumer-level machines and SME servers.
    • Worked with an external graphic design firm to deliver an award-winning customer service portal.
Project History
  • Scrum Transformation for Financial Services Company
    Meko led Ixaris through a major initiative to transition its Engineering and Product teams to a more fully Scrum methodology.

    Over the course of six months, 90% of all 115 staff were trained (including executive management), a transition backlog was defined and executed, and the team was making significant progress towards greater efficiency and delivery of value. Revenue during this period was the company's highest ever and we were rapidly approaching profitability despite the disruptive nature of Scrum implementation.

    Several Communities-of-Practice were established to ensure wide agreement on technical decisions and process, town hall meetings were regularly convened, and improved metrics and KPIs were developed and put in place.

  • Siebel CRM Implementation Project for Vodafone
    Delivered a major Siebel upgrade after a series of internal resources had been unable to successfully complete the work.

    The three-month effort included a review of this project-in-distress, revised launch planning, evaluation and revision of technical plans, executive communication, coordination across the entire company to minimize downtime of the related call center, and communication to the international Vodafone Center of Excellence on progress. Because the upgrade had been postponed multiple times, only certain steps could allow for a rollback in case of emergency, making the project somewhat risky and challenging. The upgrade went smoothly during an overnight launch, to schedule, and with no major issues arising post-upgrade.

  • EU-Funded Open Payments Ecosystem Project
    Led a development team of 40 developers to successfully conclude a €4 million EU-funded innovation project.

    With six months left to completion, the €4M EU-funded Open Payments Ecosystem project lost its project manager and brought Meko on to finish the effort. An assessment was done shortly after engagement showed the run rate of the project to be much higher than previously reported and offshore staffing was cut to reflect the actual budget. The scope of the project was carefully evaluated and re-prioritized. All major deliverables were successfully concluded by the deadline, and the project passed all subsequent audits and EU reporting requirements.

Education
  • Master's degree in Anthropology (Underwater Archaeology)
    2009 - 2012
    Texas A&M University - Texas
  • Bachelor's degree in Anthropology, History, and English
    2007 - 2008
    Washington State University - Washington
  • Progress towards a bachelor's degree in Computer Science
    1990 - 1992
    Mount Holyoke College - Massachusettes
Certifications
  • Certified Agile Leadership (CAL-I)
    AUGUST 2017 - PRESENT
    Scrum Alliance
  • Professional Scrum Master Level III (PSM III)
    AUGUST 2017 - PRESENT
    Scrum.org
  • Certified Scrum Product Owner (CSPO)
    MAY 2017 - PRESENT
    Scrum Alliance
  • Professional Scrum Master Level I (PSM I)
    AUGUST 2016 - PRESENT
    Scrum.org
  • Professional Scrum Master Level II (PSM II)
    JUNE 2015 - PRESENT
    Scrum.org
  • Advanced Project Management Certificate
    JUNE 2007 - PRESENT
    Stanford Univeristy
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