David Percy

Background

About David Percy

Transformational Leader & MBA specializing in Process, Analysis & Product Management. Lean 6-Sigma and broad Technology knowledge are my foundation for forging enterprise initiatives and evolving operations. Able to easily capitalize on complex opportunities with a diverse background in SDLC leadership, Data Analytics, DevOps, robotics and industrial engineering. Launched enterprise SDLC governance, deployed Cloud Infrastructure control remediation framework and scaled Jira Software to the largest AWS instance, for a Fortune 100 FinTECH. STYLE: I comprehend technology and operations challenges through a Systems, Organizational Design and Process lens. This perspective reveals that failures are mostly born from haphazardly structured systems where transforming to a more elegant design is how to reduce fire fighting in any organization. My career is one of standing up or re-engineering services that benefit the enterprise. That background in robotics, software development life cycle, data analysis and product management makes leading opinionated Data and Tech experts natural. With interdisciplinary experience, I build vision and strategy that singularly-focused SMEs might struggle to visualize. Using test-and-learn practices (eg. Kata and Agile) my strategy remains flexible, and my teams’ deliverables are always validated through testing before claiming victory. Networking with executives and peers is a constant practice to ensure alignment and avoid strategy missteps. It is hungry, motivated employees that make work joyful and leadership valuable. Candidly caring for their careers is how I hope to be remembered. My aim is to be a "Buck Stops Here" leader where I teach teams to always improve and fail gracefully so they may test, learn and succeed. My teams become autonomous owners of their domain; confident, capable and engaged in the mission. VALUES & BELIEFS:* Improving quality of systems and operations is the sustainable way to deliver faster * We must know who our customer is and what they need if we aim to delight * Teams must analyze and continually innovate their services and/or areas of ownership * The key resource is the team and it is my job 1 to train, empower and engage them * Culture is what teams do when no one is looking; cultural standards help grow autonomy