Software & Technical Project Delivery
Carbon CRM Transformation
Technical project management across CRM, software, and digital-platform initiatives, coordinating engineering, QA, Product, business stakeholders, and external vendors.
Project Progress
COMPLETEDRelease
DELIVERED
Progress
100%
Teams
6–9
Status
Completed
Role
Technical Project Manager
Concurrent Initiatives
4–6
Core Team
6–9
Project Budgets
$100K–$300K
Overview
At Carbon, I managed software, CRM, and digital-platform initiatives across cross-functional technical and business teams. My role focused on turning business requirements into structured delivery plans and keeping engineering, QA, Product, stakeholders, and external vendors aligned throughout the project lifecycle.
Across the role, I managed approximately 4–6 concurrent technical initiatives, with core delivery teams typically ranging from 6–9 contributors. Projects commonly ran over approximately 5–7 months, with budgets in the $100K–$300K range.
My Role
Technical Project Management
Managed multiple concurrent software and CRM initiatives from planning through delivery, coordinating scope, schedule, dependencies, risks, and stakeholder expectations.
Cross-functional Delivery
Coordinated teams commonly including 3–5 developers, 1–2 QA resources, Product, business stakeholders, and external vendors.
Agile Delivery
Supported Agile delivery through sprint planning, backlog coordination, Jira tracking, progress reporting, blocker removal, and release readiness.
Stakeholder Management
Maintained alignment between technical and business stakeholders by clarifying requirements, ownership, priorities, dependencies, and delivery expectations.
Key Decisions
Structured Requirements & Ownership
Clarified requirements, responsibilities, and handoff points between teams to reduce ambiguity and improve the flow of work.
Managed Multiple Priorities
Balanced 4–6 concurrent technical initiatives by continuously evaluating priorities, dependencies, capacity, risks, and business needs.
Coordinated Technical Dependencies
Worked across engineering, QA, Product, business teams, and external vendors to identify dependencies early and keep delivery moving.
Improved CRM Handoffs
Clarified requirements, ownership, and handoff responsibilities, contributing to an approximately 20–25% improvement in CRM handoff turnaround.
Technology & Delivery Environment
Business Challenge
The delivery environment involved multiple concurrent initiatives, changing priorities, technical dependencies, cross-functional teams, and external vendors. Keeping work moving required more than tracking tasks; it required maintaining a shared understanding of requirements, ownership, risks, and priorities across technical and business teams.
I also supported internal systems used by approximately 20–100 users and coordinated UAT activities with groups commonly ranging from around 10–20 participants.
Project Delivery
Discovery & Requirements
Worked with business and technical stakeholders to understand objectives, clarify requirements, identify dependencies, and establish delivery priorities.
Planning & Coordination
Built delivery plans, coordinated engineering and QA capacity, tracked dependencies, and maintained visibility across approximately 6 Jira boards.
Development & QA
Supported engineering and QA through implementation, sprint execution, blocker resolution, testing, UAT coordination, and stakeholder communication.
Release & Continuous Improvement
Coordinated release readiness and production delivery while using feedback and lessons learned to improve future workflows and handoffs.
Results
4–6 Concurrent Initiatives
Managed multiple technical product, software, CRM, and digital-platform initiatives simultaneously.
20–25% Faster CRM Handoffs
Improved CRM handoff turnaround by clarifying requirements, ownership, and responsibilities between teams.
6–9 Core Contributors
Coordinated delivery across engineering, QA, Product, business stakeholders, and external vendors.
Delivery Scale
Projects
4–6
Typical Cycle
5–7 Months
Projects Delivered
4–6 / ~18 Months
AI-Assisted Delivery
I also incorporated AI tools such as ChatGPT and Claude into parts of the project-management workflow, including documentation, reporting, meeting summaries, and communication support.
AI was used as a productivity and drafting tool, while project decisions, validation, context, and final ownership remained with me and the delivery team.
Lessons Learned
Clarity Creates Momentum
When requirements, ownership, and priorities are clear, technical teams can spend more time delivering and less time resolving ambiguity.
Technical Delivery Is Cross-functional
Successful software delivery depends on keeping engineering, QA, Product, business stakeholders, and external partners connected throughout the lifecycle.
Good Project Management Creates Space for Teams
The project manager's role is not to control every technical decision, but to create the clarity, structure, and communication that allow specialists to do their best work.
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