Trevor Bodz

Experience

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  Optx

  May 2002 - Dec 2004

  Systems Engineer

  - Designed and developed front and backend software enhancements for Point of Care Oncology software in a Client/Server environment using Powerbuilder and Sybase database.- Estimated development time required for projects based on user requirements- Solve end user problems in a production support capacity. Responded effectively to challenging and sensitive client issues

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  Varian medical systems

  Jan 2004 - Feb 2005

  Software Engineer

  - Designed and managed the development of an enterprise-level client/server patient management system for oncology clinics using Java and SQL server- Supervised one programmer analyst over the life cycle of the project- Supported an existing production environment by designing, writing and modifying software for previous versions- Enhanced and maintained software using company Development Life Cycle, ensuring standards for superior design are met through user requirements, effective code reviews and thorough unit tests Show less

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  Coremetrics Inc

  Mar 2005 - Aug 2011

  Team Lead & Senior Software Developer

  The Java Developer will have several responsibilities as part of a larger software development team. The developer will work with the chief architect and a team of up to 5 other developers through analysis, design, and implementation of new features. The developer will work with product management to identify technical solutions to business needs as well as implement best practices. Additional responsibilities include maintaining key components of Coremetrics' industry-leading hosted service for web analytics and supporting client services and operations. Key Responsibilities: • Analyze problems and determine appropriate solutions. • Scope potential solutions and provide estimates. • Work closely with the Operations team to design and build systems that can be developed, tested, deployed, and managed in a hosted service environment. Show less

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  IBM

  Sept 2011 - May 2017

  I have had the opportunity to define and implement the strategy for two different portfolios of products were some of my responsibilities were • Developed and validated market hypothesis with dozens of customers and prospects • Created and presented the portfolio strategy in cross-org executive briefings • Maintained the product backlog, working with executives to set strategic priorities • Led design thinking sessions with cross-discipline teams to ensure we were solving the right market problems► Bluemix OpenWhiskI am currently accountable for the strategy and P&L for IBM Bluemix OpenWhisk. OpenWhisk is an evolutionary technology that frees developers from interacting with servers, allowing them to do what they love, write code.I joined the team when OpenWhisk was an experimental offering and led it to be a generally available (GA) product. As part of the journey to GA I developed the strategy, business plan, pricing model and metrics for success. To accelerate the adoption of OpenWhisk I determined cross-orgs investment requirements to successfully the number of integrations and use cases across different domains and industries.► Bluemix DevOps ServicesI was selected by Vice President of Product Management while in a different division to rebuild and revitalize the DevOps product team. As part of the rebuilding of the team I had to recruit, hire and then mentor a team of senior product managers.When I joined the team, there was a lack of focus and prioritization of resources. I evaluated the market problems our portfolio solved and the competitiveness of each of the products and within one quarter sunset 60%of the portfolio. This allowed us to focus on fewer products that differentiated us and provided us with a unique value proposition. Performing user and market research across enterprises and startups led to three incubation projects being funded. These projects helped validate market hypothesis that we believed would address unmet market needs Show less As a senior manager I was additionally tasked with leading development for a yet unreleased product, Tealeaf Customer Experience Management. My team doubled in size and I now managed two managers and their teams to lead. As growing people is one my largest passions, I also mentored four developers and one operations manager within IBM.After taking over leadership for Tealeaf I was able to get the project back on schedule and delivered early by working with the team to adopt modern agile and DevOps best practices. As improving the way we worked was paramount to my teams success I spearheaded an improvement program for developers across the division to propose ideas for large scale change within the org. This led to adoption and implementation of the top five ideas which improved morale which led to the best retention rate in the division. Show less After two years of being a team lead I realized that I had a passion for challenging and growing people which led me to become a manager. I met weekly with each person on my team to talk through road blocks that were slowing them down, to provide feedback and talk career growth. Before being promoted I led a team of twelve local developers and eight offshore developers.Letting my developers do what they love (Write Code!) was paramount to their success. Through several initiatives such as uninterrupted coding time, I increased developers writing code from 30% of their time to 65% of their time. This led to an energized and committed team that delivered amazing results.The existing Digital Analytics user interface was slow, difficult to use and not competitive. My largest achievement was delivering a new user experience for the Digital Analytics portfolio. To ensure we were delighting our users we applied design thinking practices and worked with several key customers. In parallel I led the development team through a technical evaluation as we needed a modern set of languages to build our new experience. Our choices and code has now been shared and adopted by the entire division.One of my other passions was figuring out how we can do things better, faster and smarter so that we could increase the frequency of our deliverables to our users. I lead the transformation of a 120-person department from waterfall to scrum agile which allowed us to be within one week accuracy for all our deliverables. Once we had mastered Agile I led the department down a Continuous Integration and Continuous Deployment (DevOps) transformation which allowed us to deliver new code every week instead of once every 6 months. As part of the transformation I chaired a cross division agile community of practice for all scrum masters to share lessons learned and to improve velocity and practices of their respective departments. Show less

  • Senior Product Manager (IBM Cloud), Market Pain Solver and UX Lover

    Mar 2015 - May 2017

  • Senior Development Manager - Mentoring & Growing Teams While Championing Development Best Practices

    Apr 2014 - Apr 2015

  • Development Manager - Accelerating Innovation with Agile & DevOps

    Sept 2011 - Apr 2014
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  1Life Workplace Safety Solutions Ltd.

  Jun 2017 - Apr 2019

  Director Of Product Development & Customer Success - Delighting Users One Day at a Time

  I joined 1Life Workplace Safety Solutions as it was transforming from a consulting company to a Software as a Service company. The initial challenge in front of me was to apply my past experiences to figure out how to:• Discover new market pains in the industry• Improve the usability of the existing software• Increase the efficiency of the development teamI love that I am accountable for product management, design and development. Bringing together all the disciplines, we are a "boundaryless" team. We are nimble and able respond quicker to market changes and client needs. Everyone gets a say in the problems we tackle and the software experience our Users experience. Our diversity makes us stronger. Our software saves lives, so getting better matters. Using retrospectives we now have better tools and improved best practices. We get a little bit better each and every day.Continuous improvement is in my DNA. I can't help finding things that slow us down and work to make them better. After a few months, even with a great product it was evident that churn was higher than we wanted. I started digging into customer health and satisfaction and asking "Why?". I needed to know why some customers loved us and others did not. By wanting to learn more, I took on leadership for Customer Success. Now anyone and anything that touched our clients was part of one cohesive team. The first step to improving was adopting "you can't manage what you can't measure". We started collecting NPS, product usage and many other client health metrics. Armed with data, we started with the 80/20 rule tackling the low hanging fruit. We managed to improve retention in the first 3 months and with data know where to go in the next year.As we scale up the company, the next exciting challenge is scaling up implementation and on-boarding!!! Show less

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  Cerebra

  May 2019 - Jan 2022

  VP Development - Improving People's Lives and Changing the Way the World Looks at Sleep

  Sleep...I bet you don't get enough of it! Without enough of it, I can guarantee you are not working as your best self. I wish everyone knew a fraction of what I have learned so far on how critical sleep is for us. What really excites me about Development at Cerebra Medical is having the opportunity "To improve lives by changing the way the World looks at Sleep"My first challenge was to get the team into an agile framework to start delivering product more frequently. The next challenge was for us to select and setup a CI environment. We started with Jenkins/Sonarqube/git and have since move to circleCI/SonarCloud/github/Dependency track.Currently I am working on leveling up my skills in security so that Cerebra Medical can move into DevSecOps instead of just DevOps. It has been extermely rewarding to learn about penetration testing, software supply change security, and threat modeling.I never get tired of working with teams to make them better and it has never mattered more. I love transforming teams and getting the most out of them. In this case, I get to take everything I have learned in agile/DevOps and figure out how to get it to work in a Medical Device company. You would be amazed at the checks and balances that go into building a medical device (hardware and software devices). This transformation is like no challenge I have encountered and I am really lucky to be part of it! Show less

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  Manitoba Hydro

  Jan 2022 - now

  • Manager of Enterprise Data Office

    May 2024 - now

  • Technology Platform Manager

    Jan 2022 - May 2024