Michael Reda

设计并实现了一组工具，用于跟踪技术现代化计划中跨多个项目的资源分配和相关成本. 创建流程以确保信息收集的一致性，并与项目经理密切合作以保持准确的记录. 开发预算跟踪和预测报告和仪表板，与项目领导和会计团队分享财务状况. 最终获得了这些过程和工具的支持和接受, 使规划团队能够使用来自它们的信息进行资源规划.

与客户和产品管理紧密合作，为新产品开发开发用例和用户故事图, leveraging the company's existing value proposition in an improved, more focused offering. 与工程师一起为包含更新固件的范围构建史诗和用户故事, back-end infrastructure, and customer portal, with a roadmap that went from MVP to fully featured offering. Evaluated multiple hardware partners and selected top option, bringing hardware to market in parallel with internal development. Tracked project execution against the plan, ensuring visibility and clear communication with stakeholders. The project was completed on time and budget, 在最初的目标时间框架内，客户在启动时进行安装.

制定一个项目计划，使遗留系统在FMCSA颁布新的联邦法规时更新. 创建开发新产品的时间表和资源负载需求, deploy to test customers, validate capabilities, and formally release before the mandated timeline. 与产品开发团队和产品管理层密切合作，制定关键里程碑, monitor work against those milestones, and report status, ensuring high confidence in the development team. 最终，团队实现了所有里程碑，并在计划预算范围内完成了工作. Validation at customer fleets was successful.

我管理技术团队和分包商，交付了一个通信系统，该系统覆盖了现有基础设施有限的偏远地区的数十个站点. 系统可以快速部署，并且可以作为独立系统运行, including ground communications for regional use, local area network, and backhaul to reach centrally located fixed sites. 站点可以用电池组来运行主电源和备用电源, gen-sets, and deployable solar arrays.

我还开发了一个模块化系统，使后续阶段能够使用使用相同基本模块的构建到打印方法进行交付, 允许快速交付未来的订单与最小的定制.

与负责交付企业商业智能工具的团队协调日常活动, ensuring end user needs were met. This included establishing customer outreach cadence and content, evaluating user onboarding and training needs on an ongoing basis, 为应用程序和附加组件维持适当的许可，并提供适当的资金, 并确保项目发起人和其他关键利益相关者了解情况，并解决问题.