Mike Engel

Managed five program managers, product owners, and product analysts during the initial department-creation process. The team maintained and iterated on over 40 business processes to support the product, engineering, and design teams, including a quality program, release management, and the product development lifecycle.

Spearheaded the project team of around ten elements, collating medical information from in-the-field documentation experts for nearly 70,000 Medicare members. The successful project finished with an estimated revenue of almost $100 million.

I was appointed as the executive program manager to oversee the team responsible for transferring people and assets to a third party. The project team consisted of an internal project team of 4-5 and counterparts from the vendor. The role required working cross-functionally with the impacted business units and at the executive sponsor level. The project was of strategic importance to the company, and its successful execution was on time, under budget, and achieved the desired multi-million dollar ROI.

Clients ranged in size from two to 200 staff. I used scrum and Kanban project methodologies to provide temporary and fractional project management support. This included wearing many hats for many clients, including providing project management support, operational support, process development, analytics, and reporting.

I created a new operating model and developed a SAFe-forward product development lifecycle. Hired two new senior product operations managers. Ultimately, the team had an 8-hour turnaround time on support tickets. I developed core competencies in product discovery, portfolio management, PI planning, and product analytics and rolled out training videos that allowed the project managers to upskill on their own time.