No shared governance, ten disconnected Jira instances from a decade of acquisitions, and a mandate to bring delivery discipline to an organization that had never had it.
Flash Parking operated across three business divisions — Gated (PARCS and valet kiosks), Ungated (mobile and app-based parking, enforcement), and EV charging — assembled substantially through acquisition. Each division had inherited its own team, its own delivery methodology, and its own Jira instance, with no shared program governance connecting them. I established the company's first enterprise Program Management Office to bring delivery discipline and cross-division visibility to an organization that had none.
Authored the role split before asking anyone to change how they worked
A North Star document I wrote established how Product, Program, and Project management would function across the newly merged Gated Division teams — closing a real gap where responsibilities had been assumed rather than assigned.
Preserved existing team methodologies deliberately
Rather than forcing a single process onto every team, I aligned teams where it mattered for cross-team visibility, without demanding conformity for its own sake.
Consolidated roughly ten disconnected Jira instances into one platform
Each acquired team had its own Jira project with its own workflow logic. Bringing them into a single, coherent structure was a real data and process normalization effort, not an administrative migration.
Built the case for Jira Advanced Roadmaps
Evaluated against alternatives like Jira Align and SAFe-in-Jira, and adopted specifically to solve cross-division dependency visibility and initiative-level hierarchy.
Introduced DORA-based delivery metrics
Deployment frequency and mean time to recovery, tracked consistently for the first time across all three divisions — treating delivery performance as something measurable rather than anecdotal.
Not every team welcomed this. Some product managers pushed back directly on creating product briefs or reporting status at all — process they'd never been asked to do before and didn't see the value in. Getting buy-in meant making the case repeatedly, team by team, rather than mandating compliance from a governance chart.