Tyler Haycraft

Led training efforts, including training and leading two new trainers, for over 500 people in foundational and advanced agile, scrum, and lean product development principles, techniques, mindsets, and frameworks. Booted-up over 50 new agile teams using a 2-day training, 3-day workshop, and an embedded coaching model to establish practices and behaviors consistent with high performing teams. Directly coached and collaborated with DevOps and cloud engineering teams to improve the flow and quality of support to product delivery teams.

Booted up eight new cross-functional engineering teams to develop and deliver a new telematics platform, Toyota Safety Connect, and Destination Assist customer-facing products. Implemented Scrum@Scale patterns to scale product management, backlog refinement, prioritization, and impediment/dependency resolution. Established communities of practice focused on cross-team DevOps patterns, tools, and technologies. Collaborated with development team members on the research and implementation of the TDD/BDD automated testing approach, which led to improved quality and a reduction in technical debt. Led kaizen activities to identify and remove waste, created visual controls, and established continuous improvement behaviors to evolve team practices.

Managed a team of three agile/DevOps coaches focused on transitioning the organization from a traditional project delivery approach to a value-based product management approach. Stood up four product teams and established a platform team model for resource/skillset constrained technology areas. Facilitated the creation of impediment and a cross-team organizational debt backlog. Organized a leadership action team with senior leaders to focus on removing the impediments and reducing the organizational debt items for teams to deliver more efficiently and effectively. Introduced objective measurements for the organization and teams to identify constraints in their delivery systems, and apply the theory of constraints to continuously improve their end-to-end flow of value.

Worked with the team to identify root causes of the software development problem using the A3 problem-solving approach. Identified three root causes that were leading to slower delivery of expected features, quality issues, and overall stakeholder dissatisfaction. Collaborated with the team, leadership, and stakeholders to plan and implement four countermeasures focused on 1) removing dependencies, 2) eliminating waste caused by 24+ hour feedback delays due to timezone differences, 3) moving development work closer to the customer and team with more contextualized context of product and customer needs, and 4) improving prioritization and decision making processes.

Designed and developed a new system that automated transactions for underwriting operations across auto and fire lines of business. These processes previously relied on a legacy system and manual processes to complete transactions. The effort led to the automation of 70 million+ transactions with a savings of 471,000+ hours and $17 million+ per year. The new joint operating model also led to approximately $450,000+ annual savings.