Joseph Lorincz is an experienced Business Systems Analyst, Project Manager, and Product Owner with a master's certificate in project management. He has over 15 years of experience managing projects, teams, and products in agile environments. Currently, he works as a Business Systems Analyst and Project Manager for Rebel Technologies, where he performs cost and profit analysis, plans MVPs and roadmaps, and uses tools like Office 365. He has extensive experience working in agile roles for startups and tech companies, utilizing tools such as JIRA, Confluence, and managing products and backlogs.

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JOSEPH LORINCZ
Profile
Experienced Business Systems Analyst, Project Manager, Product Owner and
Operations Manager and specializing in managing people, processes and projects in New
Product Introduction, implementation, service migration, inventory management and customer
advocacy environments Innovative and resourceful, organized and customer focused Master’s
Certificate in Project Management Level II Secret security clearance
Professional Experience
Reference 9
Rebel Technologies
Ottawa, On
June 2015 - Present
Business System Analyst / Project Manager
 Provide consultation to Rebel, an early-stage start-up, primarily on Agile Methodologies, tools
infrastructure and growth planning
 Perform cost analysis of tools and services available to a new business including year-over-year
projections
 Perform profit projection analysis based on business plan revenues and headcount growth
 Conduct storyboarding, MVP planning, validation and feature road-mapping
 Create User Stories and Epics in Office 365
Environment: Agile, MVP, Office 365, OneDrive, BBM, Swim Lanes, BDC Business Plan
Reference 8
naavuu
Gatineau, Quebec
Jan 2014 – Present
Product Manager / Product Owner
 Responsible for managing the product backlog for this eGifting application
 Create User Stories and Epics in Confluence and JIRA
 Accountable for prioritizing the backlog by weighing financial benefit, business value, cost of
development, potential knowledge gained, dependencies and risk
 Collaborate with business owners and developers to establish the product vision and capture
opportunities
 Ensure Sprints adhered to high-level release plan and adjust course as needed
 Define acceptance criteria, assumptions and dependencies
 Collect feedback from the Sprint Review into the product backlog
 Performed Sprint acceptance testing with team members

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Environment: Agile, Scrum, Sprint Planning, JIRA, Confluence, Office 365, Validation Board, MVP, Lo-Fi
/ Hi-Fi Mockups
Reference 7
Genius Bee
Gatineau, Quebec
Jan 2014 – Aug 2014
Product Manager / Product Owner
 Responsible for managing the product backlog for this Agile Learning, online university platform
 Created release plan, user stories and epics in Confluence and JIRA and defined acceptance
criteria, assumptions and dependencies
 Provided product design input from ideation to delivery and participated in Lo-Fi mockup
sessions
 Liaison between business owner, Scrum Master and developers
 Introduced regular Sprint reviews and retrospectives to continually improve the product and the
development process
Environment: Agile, Scrum, Sprint Planning, JIRA, Confluence, Office 365, Yammer, Validation Board,
MVP, Lo-Fi / Hi-Fi Mockups
Reference 6
Overture Project
Montreal, Quebec
Jan 2014 – Aug 2014
Business Systems Analyst
 Implemented a process that clearly managed the product concepts from ideation to delivery by
tailoring Agile for the team’s unique environment
 Recommended and implemented a tools infrastructure that would eliminate redundancy and
would enable growth as required
 Created project and individual spaces in Confluence and then migrated documents from various
locations to this now centralized repository
 Created documentation in Confluence describing business and process plans, and a New Hire
Checklist / Training Guide
 Applied Agile Methodology to the team’s processes by defining, reviewing and refining
Environment: Agile, JIRA, Confluence, Office 365 with Skype for Business, Yammer, C#, .NET, Azure,
SQL
Reference 5
BlackBerry
Kanata, Ontario
Feb 2006 - Oct 2013
Operations Manager

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 Managed a geographically dispersed team of 12 in Ottawa, Waterloo, Toronto, Dallas and
Sunrise
 Responsible for the distribution, tracking and configuration of pre-release BlackBerry devices to
R&D, Marketing, Regional Support and Lead Carrier Partners
 Responsible for the distribution, tracking, configuration and activation of primary BlackBerry
devices to all BlackBerry staff
 Managed upstream and downstream relationships and deliverables coordinating deliverables
across teams
 Filled service gaps in fulfillment of corporate devices by negotiating with multiple teams,
providing BlackBerry repair and recycle services
 Reduced corporate BlackBerry device deployment costs by defining a re-use policy and
implementing supporting services, eliminating new device costs altogether
 Defined Service Level Agreements (SLA), measured adherence and identified/tracked root cause
of misses
 Created engagement process to ensure necessary inputs were complete; measured team
performance with respect to on-time and scope; included change management process and
implemented weekly project reviews with stakeholders
 Evolved the team's service catalogue offerings by anticipating changing business needs and
filling potential service gaps
 Ensured processes and tools were at their most efficient by driving a Review / Refine / Automate
/ Integrate discipline
 Responsible for staff project scheduling, performance reviews via regular 1:1 sessions quarterly
and annual feedback, timesheets, expense claims and annual leave administration
 Developed strong teams by constantly looking for collaborative projects and empowering
employees' ideas, enabling individual professional growth through one-on-one coaching and
rewarding good work with challenging projects
 Responsible for the hiring of full-time and co-op staff, including headcount forecasting and
justification, role description, resume selection and interviews
 Identified project risk and required mitigation, first reviewing with partners and stakeholders and
only escalating to senior management if required
 Built excellent working relationships across the organization by focusing on communication and
seeking input
 Streamlined the team’s content management system by redesigning landing pages, defining
guidelines for content storage, removing stale and duplicated information, and by implementing
regular review cycles of each site's content, ensuring information relevance and accuracy
Environment: BlackBerry, PlayBook, SAP, Oracle, JIRA, Confluence, MSProject Server, Microsoft Office,
Livelink, RASCI, Swim Lanes, JXDM, NVLib, Inventory Management, Manufacturing, Logistics, SWConfig,
BES, SLA, Risk Management, CMMI
Reference 4
Nortel Networks
Ottawa, Ontario
2003 – Sept 2004
Product Manager - Product Serviceability
 Determined necessary metrics to be measured when assessing Data Network Management ease
of use, integration, deployment and ability to be serviced effectively

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 Worked with Technical Support and Customers to define serviceability gaps and needs
 Coordinated efforts with software development teams to define and document the product
requirements
 Worked with Project Management to schedule the features in upcoming releases
 Communicated the schedule and any changes to the Sales team and other stakeholders
Environment: Livelink, Telecommunications, Data Network Management
Reference 3
Nortel Networks
Ottawa, Ontario
2000 – 2003
Project Manager - Field Trials
 Managed approximately 10 to 15 Customer Beta Trials for each new major software release,
selecting most suitable sites to provide sufficient test coverage
 Planned trial requirements, including configuration, technical support, individual site feature
coverage scope and test plans for internal and external trial sites
 Defined project plan (schedule, milestones, deliverables, exit criteria) for all field trials
 Achieved trial deadlines by chairing daily meetings during project execution phase, providing
regular status updates to stakeholders and removing road blocks
 Monitored and reported on overall feature coverage progress, highlighted any risks and
suggested mitigations to stakeholders and management
Environment: Passport, Frame Relay, MPLS, Homologation, ISO 9001:2000, Alpha Trials, Beta Trials
Reference 2
Nortel Networks
Ottawa, Ontario
1997 - 2000
Technical Project Manager - Major Accounts
 Managed relationship with 2 to 3 high-profile customers concurrently, overseeing both
deployment of new networks and upgrades or expansions of existing ones
 Created Project Charters defining deliverables, roles and responsibilities, resources, risk
management plans, communication plans, project schedules, change management plans and
project controls
 Developed supporting documents (migration plan, site survey requirements, single-and multi-site
commissioning test plans, etc.)
 Executed baseline plan and approved updates via the Change Management Board,
communicating the new plan and changes to all stakeholders
 Built credibility by committing to and achieving realistic milestones
 Chaired project review meetings with internal and Customer stakeholders and senior
management, at times with multiple vendors present
 Negotiated Service Level Agreements (SLA) with third-party suppliers to provide on-site
hardware maintenance services
 Responsible for resource negotiation, scheduling and utilization across multiple projects

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 Reviewed Customers’ acceptance plans and success criteria to ensure successful outcomes
before project execution
 Teamed closely with the Sales and Engineering teams to identify new sales opportunities
 Managed Customer relationship, identifying and managing their top issues and being responsible
for satisfactory resolution
 Delivered projects on time, in scope and on budget adhering to +/- 10% goals
Environment: DPN, Passport, Telecommunications, Quadrant Status Summary, Project Charter, SoW,
WBS, Waterfall, PERT, Gantt, Risk Management, Matrix Management, Site Surveys, Installation,
Commissioning, Acceptance Testing, Multi-vendor
Reference 1
Nortel Networks
1994 - 1997
Project Manager - New Product Introduction
 Partnered with Product Management and R&D to define product scope and project schedule
from project initiation (Gate 0) to product retirement (Gate 4)
 Negotiated major milestone deliverables for development and product teams required to deliver
quality software releases on time and on budget
 Led core and envelope teams (software and hardware development, verification, manufacturing,
documentation, training, technical support and field operations) to meet schedule and scope for
overall project
 Chaired weekly status review meetings, documenting minutes, maintaining action register and
reviewing risk register
 Responsible for the creation and maintenance of all project artifacts
 Improved product development process by reviewing and updating criteria for each major
"gate", providing ability to tailor criteria at start of each project.
Environment: DPN, Passport, Frame Relay, Telecommunications, Network Management, Gate Process,
Core and Envelope teams
Educational Background
Masters Certificate in Project
Management
PMI – Project Management Institute, George Washington
University
Electronics Engineering
Technologist Diploma
Algonquin College, Ottawa, ON
Professional Development Agile Scrum Training for Teams
Lead (on) Leadership Essentials
Peer Coaching
Introduction to CMMI
ISO for Auditors
Business Fundamentals

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Skills and Attributes
ERP / MRP Systems Knowledge SAP (Inventory Management Module)
Oracle
Software Tools and Knowledge QualiWare Lifecycle Manager
JIRA
Confluence
Livelink
BlackBerry software loading tools
Office Tools MS Office Suite including Visio, MS Project, SharePoint,
MS Excel
Data Communication Tools and
Knowledge
Data Communication Protocols including Frame Relay,
ATM, MPLS, IP, Ethernet
Memberships and Associations Agile and Lean Software Development
Business Operations & Execution Best Practice Forum
JIRA Community
Product Owner's Help Desk
SCRUMstudy
BlackBerry for Business
Ottawa Technology Network
The Invest Ottawa Network
The Ottawa Network
Talent Collision
Language Skills English
Security Clearance Secret II