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Largest US Energy Co. – Spinoff of an Energy Company  
DTI’s Roles


DTI was recruited & hired as a Product Lead to take ideals and vision and turn them into actionable items within the SAFe framework. These transformational actions were measured against defined business outcomes. The role required hands-on experience working with the agile product delivery team and was responsible for shaping the Product Owner’s vision into a viable scalable solution. 


  • Facilitated rapid alignment workshops with the implementation team and stakeholders to ensure the project roadmap adhered to the Statement of Work (SOW). The objective of the workshops was to define the requirements and remove identified impediments in real-time.  

  • Identified the voice of the client and developed an experience and strategy that curated content and opened the capability for the Marketing team to explore the heuristics of uploading updated content 

  • Delivered the website development and validation cycles including legal, compliance, and WCAG compatibility.  


Through strategic partnering DTI is working with the leading utility company, a Fortune 200, headquartered in Chicago with over $35 billion (about $110 per person in the US) in revenue in 2019 and 10 million customers (about half the population of New York), and is building a foundation for future brand and content opportunities for enhanced digital omni channel, with eyes on the future elevation of overall experience and content.


Energy/Large Utility 


IT Consulting – Enterprise-level Digital Transformation 


Tasked with developing a public-facing website comprised of retail and wholesale energy businesses that housed vital information for site visitors such as customers, regulators, and investors. The solution consisted of an enterprise-level migration from SharePoint to a cloud infrastructure for Adobe Experience Manager (AEM) 


System Integrator: Deloitte 


  • The high-level customizations required alignment to separate a company into 2 businesses the site launch was critical to the emergence of the new stand-alone company 

  • There was little time for the company to derive a strategy and a delivery model ensuring content, regulation, and technology were operable while still driving deliverables for existing project timelines.  

  • The site required multiple applications to be migrated from backend integrations, real-time sites that provided regulatory updates, and new branding.  

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