Robert F Jackson Jr. CSM, CSP, SAFe
Agile Coach / Scrum Master
In June of 2016, I accepted an Agile Coach position with Charter Global for an assignment at Verizon Telematics working on project HUM. HUM is Verizon Telematics’ IOT (Internet of Things) product which provides diagnostic information, speed and boundary alerts, wifi, & car location services for after market vehicles. Served as Agile Coach and Scrum Master for two front-end teams developing iOS, Android, and Web Portal application and one back-end team specializing in HADOOP applications.
In June of 2013, I accepted the position of Agile Coach/ RTE with the responsibility of replacing legacy applications with best of breed Insurance software via Agile Transformation. Lead Integration "Big Rocks" planning sessions as well as participated in Release and Sprint Planning. Servant led a team of Integration Engineers, BA, and QA resources. Facilitated daily standups, retrospectives, and assisted PMO.
In February of 2011, upon receiving my Certified Scrum Master credentials, I was tasked with the opportunity to lead a 7 to 8 person “tiger” team. The team consisted of 5 developers, a Quality Assurance Analyst, and a Business Analyst. I directly reported to the CIO with a dotted line relationship to a key business owner who served as the project sponsor. Our mission was to support and maintain the Orkin branded CRM which is a homegrown application that connects 400+ branches nationwide to Home Office. The application had accrued tremendous technical debt with over 700 maintenance issues in backlog. Project duration was budgeted for 8 months at $250,000 dollars which included the combined cost of Rollins and contract personnel.
Quite often I was called to work in a IT consultative capacity for other departments at Rollins. On one occasion the Director of the Treasury department asked me to sit in on service call discussions with the bank (Fifth Thirds) that facilitated credit card processing for the Rollins. During the presentation I noticed what I felt were extremely high surcharges being incurred by Rollins on behalf of credit card issuers. My suspicions were confirmed when the bank agreed that the surcharge amount ($450,000 per year) was abnormally high. However, since it was a pass-through charge in which the bank did not receive any funds, their responsibility ended at reporting the charge to Rollins. My further investigation revealed that the surcharges were caused by the manner our proprietary credit card system categorized the transactions. There are three basic kinds of credit card transactions:
Five years prior, our internal credit card system had erroneously been programmed to classify our transactions as Ecommerce, when in fact our call centered CRM operated in the card not present model. I had neither the budget nor expertise on my staff to make the changes to a proprietary system. However, I negotiated a project with IBM and they agreed to do the work for $30,000. After submitting a quick proposal, the Vice President of the Treasury funded the project. She felt it was a “no brainer”. A one time payment of $30,000 saved Rollins $450,000 a year. I received commendations from Gary Rollins and the Board of Directors personally.