Todd Dobson

• Company Overview: An American multinational telecommunications conglomerate and a corporate component of the Dow Jones Industrial Average
• I was hired as a trusted advisor on the strategic product—the Verizon Assistant
• I define product portfolio sponsors, stakeholders, timelines, deliverables, risks, and partners
• I execute corporate-wide communication plans
• I collaborate with multiple product teams to solidify the product base while mapping strategies for proliferation throughout the Verizon ecosystem
• I report to the Manager, Product Manager
• Created and maintained a strategic 3 to 5-year roadmap with a product plan, features, and functionality strategy to ensure the proliferation of the Verizon Assistant throughout the Verizon ecosystem
• Drove new services and features' development, release, and growth
• Collaborating with partnering leaders to identify budgets and expansion plans for existing touchpoints
• Served as product owner and voice of the customer, supporting all channels and touchpoints and providing product content, assets, linguistic guidelines, and governance
• Crafts product features and functionality plans that solicit best-in-class customer experiences throughout touchpoints
• Managed 3rd party onboarding activities and governance
• Streamlined product emphasis and ensured on-time delivery by developing timelines, prioritization, and delivery capacities
• Worked closely with the design team and built partnerships with necessary teams to increase the product to additional touchpoints

▪ Document design specifications that define the IA & Nav standards.

▪ Assist business units with their site/app by creating mockups based on the changes they are making.

▪ Working as a project/program manager for the Visual Quality Assurance (VQA) that must occur for every deployment.

▪ Creating site/app maps of the existing environments.

▪ Supplying site/app map changes and ideas.

▪ Functioned as a Program Manager, creating the Visual Quality Assurance processes, standards, reporting tools, and adoption plans.

▪ Ensured that the VQA could be conducted by designers unfamiliar with testing.

▪ Enabled full traceability of all defects found, ensuring all defects were assigned correctly and fixed.

• Company Overview: A Seattle-based company specializing in IT consulting and staffing services for IT Professionals
• Appointed as the Starbucks IT advisor to turn around an underperforming data team of 72
• Charged with increasing company data and analytics access while enhancing the customer experience
• Led comprehensive projects to improve outcomes and build quality relationships within cross-functional teams
• Developed strategic technology plans and implemented an automated purge method for process improvement and operational efficiency
• Managed a restrictive project budget of $650,000 with a team of 12 members reporting to three VPs
• Reported to VP of Global Technology
• Producing a uniquely designed POS SaaS solution for Starbucks Connect contributed to a new revenue stream of $30+ million annually
• By achieving multiple initiatives and integrating a platform to deliver all objectives, I collaborated with the Licensee Product Team to identify issues, develop solutions, and present them to the leadership team
• By deploying a proof of concept (POC), researching vendors, and expertly negotiating contracts, I achieved multimillion-dollar savings and completed projects under budget
• Successfully delivering the Oracle EBS archive and purge solution in three months quickly resolved a five-year-old data storage issue, improving team productivity
• Improved customer experience and ensured consistency across corporate locations by assisting in the redesigned food prep and management processes
• Successfully transformed a data team that underperformed for two years into a top-performing, trusted business unit that continues to meet all deliverable deadlines and milestones
• A Seattle-based company specializing in IT consulting and staffing services for IT Professionals

• Company Overview: A specialty personal lines insurance holding company with locations across the country
• Served as a trusted advisor and strategic partner to executives, management, and staff
• Led operations and created a strategic direction for a 45-member development team and two managers
• Managed a $5 million annual budget with P&L accountability, including infrastructure cost, distribution, and tracking
• Consistently delivered returns on investments while building productive teams
• Reported to the Vice President of Information Technology and Chief Technology Officer
• Resolving system failure issues, streamlining repair procedures, and updating the communication chain prevented a multi-million-dollar revenue loss and recaptured two top clients
• Saved $350,000 in labor costs by outsourcing positions to India, achieving legacy system expertise without additional expenses
• Implementing development standards and processes, quality assurance practices, deployment tools and methods, and team development enabled 100% compliance with SOX regulations and reduced compliance issues by 60% within six weeks
• Increased productivity by 65% and enhanced standards within the team by developing a strategic plan utilizing the DevOps process
• Converted business analysts into a product team, hired technical product managers, and assisted the business in defining existing team members as business product managers as we migrated to an Agile SCRUM methodology
• Stabilized the existing legacy environment, adding monitoring and notifications while migrating the team from reactionary management to a proactive response team
• Designed a migration strategy from two legacy environments to a hybrid cloud and on-premises ecosystem that incorporated a SaaS Solution for NGIC’s data processing, client, and customer environments
• A specialty personal lines insurance holding company with locations across the country

• Company Overview: A global company partnering with organizations to develop technology strategies and solutions
• Led six international teams and a staff of 65 and managed a $20 million annual budget
• Managed services contracts with a 25% gross profit estimate (GPE)
• Established the company's strategic vision and ensured timely deliverables for client projects
• Reported to the Regional Vice President for Strategic Accounts
• Securing six SOWs and solving broader challenges generated $6.8 million in new annual revenues and positioned the company as an industry leader
• Acquired the initial managed services statement of work (SOW) with the high-profile client T-Mobile and used it as the blueprint to establish strategic relationships with clients, securing $1.2 million in revenue within 16 months
• By migrating T-Mobile from waterfall to agile, we saved 33% in labor costs, encompassing staff training and systems transfer planning
• Increased performance by 29% by spearheading process improvement projects and overseeing key performance indicators
• Brought in an average of 26% GPE and enhanced the scope of work delivered to clients by creating a new strategic direction and revenue stream for the company
• Mitigated risk and retained large clients by conducting yearly risk assessments for critical accounts
• Converting a team of business analysts into a product team established the migration strategy from SDLC to Agile SCRUM
• A global company partnering with organizations to develop technology strategies and solutions