Nate Dinet

Managed six different development "squads," all under the consumer lending program for a large financial client. Established best practices for the entire unit for enhanced value delivery. Created release, planning, DevOps, execution models, and best practices for the program team. Released a high-priority MVP into production.

I developed the entire program and portfolio for a large oil and gas client, then established portfolio management and lean budgeting practices with internal teams. I directly managed four development teams to release new business process tools for the organization. This resulted in quicker value delivery to end users and an increase in the organization's bottom line.

As the project manager on the LMS re-write, I was responsible for the end-to-end solution from inception to execution for a larger (over 700 offices) corporate dentistry firm. I extracted requirements from internal stakeholders and external customer-facing store management teams to initially understand and elicit gap analysis on the current solution. Once a baseline of themes was established for the new system, I established a partnership with the external firm that would end up providing the majority of the development for the platform from a technological standpoint and integrated them into the scrum team. With the vendor integrated into the scrum team, we were able to deliver incremental chunks of features to the users both in terms of net new LMS functionality as well as net new content within the LMS system itself. The scrum team comprised two onshore developers (technical), two offshore quality engineers (technical), four content developers, a product owner, and myself.

In addition to managing the overall budget burndown, I acted as the scrum master for the project teams, facilitating scrum ceremonies, helping to groom the backlog, and delivering value to the end-users that was delivered on time and 200,000 under budget.

I managed a portfolio of teams through a year-long cycle of improving a product to earn the right to customer data.

When I first joined the team, the product was in shambles, and the customer retention was awful. We successfully reset the product organization with clear accountabilities and a clear mission to be able to satisfy organizational objectives as well as serve the customer. With the successful launch of critical features, including the Crop Nutrition Plan, we now lead the industry in providing real-time nutrition management for farmers on a global scale.