Harland Financial Solutions was acquired by D+H headquartered in Toronto, Canada. Continued to increase my team's capacity by hiring two additional senior managers and building the domestic team to 51. Cross functional teams composed of QA, Systems Analysts or Business Analysts, and Developers. Senior managers took on the role of scrum master. Continued to work from a ranked backlog and began implementing Kanban as a pull methodology utilizing Rally Software. I continued growing our offshore team. With a senior manager, I hired 8 more team members. A combination of QA and Developers. Pairing with existing staff, I leveraged prior training and doubled the size of the team while minimizing impact on senior members of the domestic team. By the time of our acquisition, there were 27 offshore team members, working as cross functional teams with business analyst support coming out of the Portland office. The enterprise software solutions served a customer base of more than 3000 financial institutions (primarily banks) and generated software revenue over $120M per year.

Led multiple teams working on Enterprise software solutions for the banking industry. Implemented a ranked backlog utilizing the Scrum framework and experienced 500% increase in throughput with the initial implementation. Produced a 50% increase over the first year across five teams. Began implementation of configuration management strategies that enabled software shipping to over 2,000 banks and credit unions four times a year on dates announced every fall for the following year.

CFI ProServices developed a flagship lending product for the US banking industry called LaserPro. I started working in Technical Support doing phone support. I advanced to work on custom solutions for specific customers managing bidding, specifications with customers, and developing specific solutions. I created well defined bidding parameters for our work with Credit Life carriers, reducing bid time by 50% and created a set pricing strategy for distribution to multiple customers. This shifted the department from a cost center to a revenue center. I progressed to working directly on a new offering which focused on deposit software for the US banking industry called DepositPro which focused on Truth-in-Savings.