Tim Lawrence’s Portfolio

Technical Program Management Portfolio

Welcome to my portfolio! Here you'll find some of the larger programs that I have led end-to-end throughout my career, as well as some programs and case studies that I have completed on my own to keep my skills sharp.

Table of Contents

Implementation of Stripe Payments & Radar

Goal: Take advantage of the broader Salesforce x Stripe partnership^ to replace a legacy billing system with Stripe.

Phase 1
Implemented Stripe alongside our legacy billing system so that all new and updated payment methods were processed by Stripe. We had to make sure that we not only had parity with our existing billing system, but implemented the Stripe Radar fraud tool as well.

Phase 2
Once we launched Stripe, our next phase was the migration of our customers from our legacy platform to Stripe. This involved Stripe processing an import and us matching users with a unique identifier.

Result
After several payment cycles of utilizing two vendors, we were able to successfully migrate all users and decommission our legacy system, resulting in lower fees, reduced fraud, and increased tax compliance.

Enabling Payment Support for 3D Secure and RBI E-Mandates in India

3D Secure (3DS)
Goal: Enable 3D Secure 2.0^ to meet the EU's Strong Customer Authentication requirements, and provide an additional layer of protection via dynamic authentication methods such as biometrics and token-based authentication to our customers.

Reserve Bank of India E-Mandates
On October 1, 2021, new Reserve Bank of India (RBI) regulations went into effect that stopped the processing of automatic recurring payments without an additional factor of authentication and Heroku had to stop accepting payments from India-issued credit cards.

Goal: Leverage 3DS as the additional factor of authentication to return India-issued credit cards to the Heroku platform.

This was one of the most active issues on Heroku’s public roadmap^ and with the implementation of 3DS were were able to leverage it as our additional factor of authentication and re-enable India-issued credit cards payments for our customers.

Result
This enablement resulted in the return of many customers and a large amount of revenue from the India region to the Heroku Platform. It also led to a career milestone, with my first post on the Heroku Blog^.

Migration from Legacy to Go-Forward Digital Banking Platform

Goal: Lead the migration of 160+ legacy customers to our go-forward digital banking platform. This had a lot of moving parts to manage:

Result
As a result of this migration, we were able to drastically reduce the number of customers on our legacy platform, reducing the overhead and support burden on our Engineering resources and freeing them up to expand the development of our go-forward platform. One specific feature that was directly realized due to the additional Engineering capacity was support to biometric authentication (i.e. TouchID & FaceID) in our mobile banking applications.

Protocol Labs - Implementation of New Payroll Provider

Prompt: Protocol Labs would like to make the switch to a new payroll provider in the next 3 months. Create a project plan, including timelines, stakeholders, considerations, contingencies, resource allocation, budget, etc.

Task: For this program, I first started by building out a the branding/design. Without access to the internal resources, I had to get crafty and pull images and color codes from the Protocol Labs website and create my own branding guide to apply across a set of Google Slide, Doc, and Sheet templates.

Establish a Technical Program Management Office

Goal: Establish a Technical Program Management Office based in Smartsheet, for the Learning Services team at EPAM Continuum, to provide templates and best practices to the team to track projects and key metrics for our client

Task: When I joined the Learning Services consulting team at EPAM Systems they had just started using Smartsheet as a project management tool.

As the sole Smartsheet Certified User on the team, I led the effort to establish a Program Management Office, using best practices from the Project Management Institute. The PMO was responsible for creating a common template to track the progress of all projects, along with reporting templates to track key metrics for our client (Google):

Result
With this in place, it became our go to tool and dashboard during our regular standup's for monitoring in progress work and triaging upcoming work for the design teams. The PMO evolved from when it was first established to when I left, making sure to keep up with the latest tools and trends to allow the team to be as efficient as possible.

Software Engineer Knowledge Transfer

Goal: Capture all of the knowledge that would be lost from the 200 software engineering jobs eliminated during the merger of four companies.

Task: During the merger of Superion, TriTech along with Zuercher, and the public sector and healthcare business of Aptean that formed CentralSquare Technologies, I was the project manager and lead instructional designer of a comprehensive knowledge transfer process.

With the VP of Integration as my key stakeholder, I led a team of 10 functional managers and over 200 software engineers through the task of identifying important knowledge that would be lost in in the job elimination caused by the merger to create a work breakdown structure.

Result
Over the course of 7 months, I directed and managed the project work to ensure that all milestones were met and that the project was successfully completed and closed before the final exit dates of the affected employees.

Much of the knowledge captured during this knowledge transfer process was used to create the 5 week long developer boot camp for entry level software engineers hired to replace those that had exited the company.