Jose Solera

Using Map Days (aka Commitment-Based Project Management) led two-day online workshop to develop integrated program plan for large electric vehicle startup. ~25 teams were involved in the effort.

Facilitated overall management of effort leveraging results of the workshop.

Organize and lead the development and deployment of customizations and configurations for a major client in North Carolina. Leverage existing modules while adapting them to client's needs.

Use Scrum to run the development of the various modules in parallel. First release in production in three months.

Funding ran out in July 2020.

Transform an ad hoc, waterfall, on premise IT organization to 100% Agile, in the cloud, leveraging SaaS solutions (Salesforce, AWS, RPA, digitizing AI engine).

Leading the organization, I realized that the applications team was over-committed and under-resourced. Not wanting to say no, there were 10s of projects in flight at the same time, with little getting completed. Leveraging Kanban, I implemented a process to control the demand and manage the flow. This allowed the technologies… Show more

Transform an ad hoc, waterfall, on premise IT organization to 100% Agile, in the cloud, leveraging SaaS solutions (Salesforce, AWS, RPA, digitizing AI engine).

Leading the organization, I realized that the applications team was over-committed and under-resourced. Not wanting to say no, there were 10s of projects in flight at the same time, with little getting completed. Leveraging Kanban, I implemented a process to control the demand and manage the flow. This allowed the technologies time to develop new skills needed to move from on-premise, client/server, to in the cloud newer SaaS-based technologies.

To drive the migration, I led the team to start using Scrum once the workload was under control and the technology selected.

At the same time, I empowered my infrastructure team to move as much as possible to the cloud.

At the end of my tenure, a Salesforce-centered set of solutions (three SFDC systems, a Sales Cloud, a Customer cloud, and a custom Service Cloud solution) integrated with an AWS-based digitizing and reporting/BI platform, and more than 95% of the on-premise hardware had been retired. Show less

Wood Badge is the premier leadership development program for adult volunteers in the Boy Scouts of America.

I served as a Troop Guide 2 in this course, working closely with a patrol of adults, delivering workshops, coaching and mentoring in their efforts to complete the course and their "ticket" (project). All members completed the ticket and received their "beads" (recognition for completing the course).

At Railinc I was asked to lead four concurrent enterprise-wide initiatives (besides re-energizing Agile):
1. Mainframe migration to Oracle/Java
2. Master Data Management and Customer Relationship Management
3. Single Sign On migration
4. Disaster Recovery and Business Continuity

These for programs were challenging, as can be expected. Doing them at the same time meant that I had to be creative in how to run it. I secure some strong PMs for the mainframe migration and DR/BC… Show more

At Railinc I was asked to lead four concurrent enterprise-wide initiatives (besides re-energizing Agile):
1. Mainframe migration to Oracle/Java
2. Master Data Management and Customer Relationship Management
3. Single Sign On migration
4. Disaster Recovery and Business Continuity

These for programs were challenging, as can be expected. Doing them at the same time meant that I had to be creative in how to run it. I secure some strong PMs for the mainframe migration and DR/BC efforts, supervising them while personally leading MDM/CRM and SSO migration.

All of the programs were successful in delivering to their commitments. Show less

Wood Badge is the premier leadership development program for adult volunteers in the Boy Scouts of America.

I served as a Troop Guide 1 in this course, working closely with a patrol of six adults, delivering workshops, coaching and mentoring in their efforts to complete the course and their "ticket" (project). All members completed the ticket and received their "beads" (recognition for completing the course).

When 9/11 happened, Andy Grove, then Chairman of the Board for Intel, contacted the CIO and had me become involved. Since for Y2K we had done numerous contingency plans and preparations, these were critical for 9/11.

Under my leadership, we developed some major capabilities:
- A corporate emergency operations center (CEOC) to respond to regional/global emergencies. While Intel had had EOCs at the factories, they were focused on local emergencies. Leveraging these EOCs, we developed a… Show more

When 9/11 happened, Andy Grove, then Chairman of the Board for Intel, contacted the CIO and had me become involved. Since for Y2K we had done numerous contingency plans and preparations, these were critical for 9/11.

Under my leadership, we developed some major capabilities:
- A corporate emergency operations center (CEOC) to respond to regional/global emergencies. While Intel had had EOCs at the factories, they were focused on local emergencies. Leveraging these EOCs, we developed a response process that was activated starting with SARS. Regular drills emphasized the need for fast & accurate response, as well as communication to the executive management of decisions made.
- An Alternate Workspace Program - in the days before widely available broadband and working from home, remote access was limited. How would an organization response to the loss of a building? We worked with the various groups to define their critical personnel that needed to be in the office, those who could work remotely, and those that would have to wait.
- An IT 18-wheeler to support the Alternate Workspace Program. In case a building was lost, an 18-wheeler fully equipped with IT equipment would roll to a designated location and the equipment would be installed. This capability was used when a water main burst in a building and 1/2 of a floor was lost, including desktops, laptops, routers, etc. The 18-wheeler rolled into the facility and the equipment was set up in the cafeteria, allowing the impacted people to work. Show less

Leveraging my experience with Wood Badge, the premier adult leadership-development program with the Boy Scouts of America, I saw a need to develop and deliver a similar program for the youth in Troop 37 during the troop's annual camp out in the Sierras in California.

Leveraging Wood Badge, as well as other materials and knowledge (e.g. command voice training from my West Point days), I developed and delivered this week-long program. Each participant needed to complete a project to… Show more

Leveraging my experience with Wood Badge, the premier adult leadership-development program with the Boy Scouts of America, I saw a need to develop and deliver a similar program for the youth in Troop 37 during the troop's annual camp out in the Sierras in California.

Leveraging Wood Badge, as well as other materials and knowledge (e.g. command voice training from my West Point days), I developed and delivered this week-long program. Each participant needed to complete a project to receive the certification, as well as specially-designed neckerchief so that other youth would know of their success. Show less

Faced with an unknown problem (how big was the Y2K issue), I organized what eventually became four program offices under my leadership: systems, products, customers, and suppliers.

Budget was in the $100s of MM to address all areas. Started by conducting an inventory of systems, products, suppliers, and customers, prioritized the importance of them to Intel, then assigned responsibility for remediating and reporting on the progress.

Results: only one problem that was quickly… Show more

Faced with an unknown problem (how big was the Y2K issue), I organized what eventually became four program offices under my leadership: systems, products, customers, and suppliers.

Budget was in the $100s of MM to address all areas. Started by conducting an inventory of systems, products, suppliers, and customers, prioritized the importance of them to Intel, then assigned responsibility for remediating and reporting on the progress.

Results: only one problem that was quickly detected and remediated on the spot. Not to say there were no problems with the systems, etc. If interested contact me. Show less

The Intel Inside® Program was relatively new in the early 1990s. The system required to support it was non-existent. Leveraging incremental development (a predecessor of Agile) and client/server technology, along with data modeling and prototyping, we develop the system to support the entire program, including interfacing with payables/Treasury to pay participants in the program.