Thank you Emily - I appreciate the candor, as always. I can understand your hesitation, as indeed I was much less process-oriented back then (and I remember resisting some of Pany's processes when he first came on board, though I don't recall the details).

At this point my interest really is in more of an industry-agnostic operations role rather than as a producer / scrum master / etc. Below I included a list of the types of things that I worked on at Imangi that were really engaging for me include (and please keep these confidential).

If a role like this opens up at Double Loop I would certainly like to be considered, but I'm fortunate to have a number of other offers already as well so if it doesn't make sense to work together at this time that's no problem. :)

Cheers,
Anthony

- Had 5 senior direct reports (art director, art lead, senior producer, QA lead, and design lead) and helped them with a variety of challenges...

	- Coached the QA director through a historic chip on his shoulder about the treatment of QA. Removed a poorly-performing contractor, helped improve the optics of QA within the company, and thus reinvigorated the QA morale. Also empowered him to more actively request help for his team instead of just assuming the answer was no, and in turn ensured some of these requests were approved to reinforce the fact that the company does value QA.

	- Reworked the art reporting structure to flatten it, reducing pass-through feedback, relieving stress on the art director, and boosting management responsibilities of the art lead, who wanted to improve her management experience.

	- Mediated and negotiated a role change for the art director, pushing through and mitigating previous bad blood between her and executives

	- Encouraged the design director to push on an employee who was substantially under-performing, eventually leading to a needed dismissal.

- Created a full personnel tracking sheet to deal with significant issues sharing resources that lead to constant in-fighting between the two major internal product owners. Tracked and assigned monthly hours and budget per project (there was 0 budget training per project before). Also built projections and budget visualizations and handled them once our accounting head submitted them to me each month.

- Became a "first line of defense" for questions that had previously almost always gone to the CEO. This was one of my primary responsibilities in the role, freeing up the CEO to be able to focus on bigger-picture, external issues and deals while I handled internal problems.

- Changed the structure of the weekly studio leads meeting from one that everyone agreed was a waste of time to one that one lead called the most productive meeting of the week

- Pushed for a much-needed modernization of equipment when I discovered multiple employees were on laptops 5 - 7 years old and were lacking sufficient mobile devices for testing.

- And a variety of smaller tasks...

	- Lead the company through the transition to all-remote work for COVID-19

	- Reworked the process of our weekly company updates to significantly reduce overhead, confusion, and errors as multiple executives tried to coordinate work on it every week

	- Removed unnecessary QA contractor agreements saving thousands a month.

	- Renegotiated a $60k Apptopia data deal that had been allowed to lapse.

	- Negotiated a more favorable PlaytestCloud deal under their new pricing structure.