Hi I'm
Shemar.

Procurement requests were approved by passing documents between team members, which caused delays and consumed staff time. The head of the procurement department sponsored a single, structured requisition flow to remove those hand-offs.

The stakes were procurement delays and wasted working hours.

• Facilitated sprint planning, daily stand-ups, reviews and retrospectives.
• Managed the product backlog and delegated tasks across the team of five.
• Removed delivery blockers and escalated impediments to the right stakeholders.
• Reported progress and impediments to cross-functional stakeholders in weekly status reports.

• Requisition app. A Power Apps application that gives every department a consistent, streamlined way to submit procurement requests.
• Central hub. The procurement team manages all requests in one place, and status updates go directly to the requesting team member for immediate action.
• Organization-wide reach. The solution connects departments across the entire organization.

• Delivered within the planned 12 two-week sprints.
• Eliminated the need to circulate procurement documents between team members for approval.
• Improved the visibility of requests and met the target of a 100% reduction in complaints about missed procurement requests.

A shared understanding of goals, tasks and deliverables is essential. Early in development, delays and defects traced back to requirements that were not understood consistently across the team.

The issue surfaced in a retrospective, and the team responded with two actions: strengthening story detail and acceptance criteria, and requesting a detailed walkthrough from the solutions architect of the current process and the desired process and features.

Claims arrived by email and were printed, scanned and uploaded repeatedly as they moved between the teams processing them. The project set out to eliminate that redundant effort through digitization and automation.

The lengthy manual process slowed approval and denial decisions, increased staff hours and inconvenienced policyholders.

• Facilitated the Scrum ceremonies and kept the sprint goal visible to the whole team.
• Owned backlog ordering, pulling work into each sprint according to feature priority.
• Assigned tasks against each developer's story point threshold and availability, so workloads stayed realistic.
• Documented impediments and communicated them to stakeholders weekly.

• Automated capture. Claim emails are captured automatically, with no manual printing or scanning.
• Validation. Each claim is validated and directed to either full automation or manual intervention.
• Routing. Validated claims go to the appropriate team so the approval process can begin.

Claims now move through the process faster, with fewer staff hours per claim in every participating team. The improvement also raised the number of claims approved in a business day.

Understanding the strengths and weaknesses of each team member pays off. Tasks were never assigned at random. I tracked the average story points each member completes per sprint and kept their allocation within that threshold.

Operations ran on a paper log book. On arrival, each customer recorded their phone number, signature, license plate, vehicle model and the quoted service cost. Staff completed the service and called the customer to collect the vehicle, and the customer then signed out, paid and received their keys.

At the end of each day, the manager reconciled the log book against the cash received and checked inventory for refills. The business needed customers to book online and staff to manage jobs, inventory and attendance from a single system.

• Sourced and managed the development resources for design, build and deployment.
• Led the project through every phase of the development life cycle, keeping the plan, requirements and status documentation current.
• Coordinated the handover to the business.

• Bi-weekly milestone meetings with stakeholders to report progress, risks and issues, and to record concerns.
• User acceptance testing led with stakeholders, so deliverables were checked against requirements before handover.
• Post-handover feedback collected from the owner and staff against the project KPIs.

• Booking portal. Customers book online from available time slots and receive an email notification when the wash is complete and the vehicle is ready for pickup.
• Internal management platform. Staff check vehicles in and move them through each wash phase, giving management full visibility of jobs as they progress. Management can also track inventory and staff attendance, supported by real-time alerts.
• Secure access. Token-based authentication and role-based authorization, deployed to cloud hosting with Docker.
• Documentation and training. A user manual, plus initial training and onboarding for admin users.

Feedback after handover was checked against three KPIs: meeting business objectives, staff adoption and ease of use.

• Owner. Confirmed the application is fully functional and reported that the team is impressed. The added visibility into daily operations has helped him identify several areas of the business to address.
• Staff. Interviewed after handover, staff described the platform as easy to use, particularly for calculating service costs that vary by vehicle type and size.
• Customers. According to the owner, customers have responded well to the booking platform and the ability to schedule services in advance at their convenience.
• Next step. Several customers have asked for online payment in the portal, which is a candidate for the next phase.

Manage and track risk rigorously, and communicate it clearly. During the planning and requirements gathering phase, I identified that the project timeline overlapped with a developer's planned time off.

I raised it with the stakeholder immediately, and we agreed a contingency plan in case the project slipped into that period. The delay did occur, the plan was executed, and delivery continued as agreed.

JUNE Logistics was an early-stage business serving mainly friends and family, with limited resources. It planned to expand, and the expected growth in volume called for an official system that would automate some processes and digitize others.

The platform needed to bring customer package management and tracking, notifications, loyalty points and shipment management into one place.

• Interviewed and hired two of the three developers, and led the full team that built and shipped the platform.
• Served as lead developer alongside the project management role, contributing directly to the backend build.
• Managed the budget, vendors and development resources.
• Led the project through all life cycle phases and kept the project documentation.
• Coordinated the application handover once the project concluded.

• Hybrid approach. Waterfall for project documentation, then Agile once development began.
• Bi-weekly milestone meetings with stakeholders, documenting concerns and communicating achievements, risks and issues.
• Scope control. Stakeholders identified new pain points during development. Where feasible, scope was adjusted, with the impact on budget and timeline documented and signed off by the stakeholder.
• Post-handover feedback gathered to verify that the target KPIs were met.

• Customer dashboard. Customers track their deliveries and manage their accounts.
• In-store pricing. The system calculates the total due from package weight, rate per pound, shipment method and applicable fees. Payment is taken in store, and the platform does not process online payments.
• Loyalty points. Customers with loyalty points can ask to apply them against the total, and the cashier processes the redemption in store.
• Notifications and invoices. Email for delivery and account events, and PDF invoices.
• Secure access. Short-lived access tokens, longer-lived refresh tokens and role-based authorization.

• The stakeholder reported that the delivered application improved the efficiency of the business.
• The business continues to use the system today, and the stakeholder confirms it has kept pace with growth in the client base.
• User onboarding after handover ran at under a 1% error rate, with positive staff and customer adoption and ease of use.

Disciplined scope management determines how a long project runs and what it costs the stakeholder. Features shifted as stakeholders identified pain points during development. Each change was assessed against budget and timeline, its impact was documented, and the stakeholder signed it off before work proceeded.