Rodel Oiga PMP® CSM®

The Constraint

Inherited an institutional website that was down on day one: a failing server and legacy CMS, server-side work no outside developer was covering, and an accessibility gap that incremental remediation could not close.

What I did

• Triage & Recovery: Executed emergency day-one stabilization to restore site availability; took the server-side work in-house when the outside developer could not cover it, and replaced the development vendor when the Craft path stalled.
• Program Delivery: Managed end-to-end execution of two full platform migrations; directed the institutional rebrand program with Design Systems International, setting the accessibility direction.
• Accessibility Shift-Left: Embedded WCAG compliance guidelines into procurement, design, and content publishing workflows.

Verified Outcomes

• Both platform migrations shipped. Department accessibility work reached WCAG compliance across platforms and instructional media; the website rebrand was specified accessible from the start and launched after my time at SVA.
• Kept publishing running for faculty, staff, and graduate students across both platforms.

The Constraint

Outdated physical studio spaces unable to support hybrid pedagogy, remote multi-cohort instruction, and multi-channel streaming requirements within the $100K annual technology and hardware budget.

What I did

• Vendor and campus coordination: Managed commercial integration partners (Spectra Audio Design Group), physical cabling vendors (Backhaul), campus facilities, and central IT.
• Budget & Hardware Sourcing: Sourced and negotiated hardware procurement (Extron, Blackmagic, enterprise Zoom/Teams rooms, a Bambu Lab X1 Carbon 3D printer) within the $100K annual technology and hardware budget.
• Change Management: Authored standard operating procedures and delivered hands-on technical workshops for non-technical faculty and students.

Verified Outcomes

• Delivered a fully integrated hybrid smart classroom and multi-channel streaming environment.
• Kept the spaces running through high-demand studio and thesis review cycles.

The Constraint

An underused service bureau running on paper order forms, with inconsistent job completion and every department buying equipment on its own.

What I did

• Pricing and course requirements: Restructured pricing to an at-cost framework and partnered with instructors to make lab use a course requirement.
• Order forms, redesigned: Redesigned customer order forms through iterative student testing, replacing paper friction with structured validation.
• Pooled department budgets: Pooled cross-departmental budgets to establish the FabLab with shared equipment (Universal Laser Systems laser cutters; Stratasys and Formlabs 3D printers); negotiated vendor pricing on ink and supplies.

Verified Outcomes

• About 5x revenue growth ($30K to $160K annually) driven by required lab use and at-cost pricing; digitized ordering expanded throughput.
• Improved order completion rates while creating a shared rapid-prototyping shop.

Working Concept

PrintHaus is the ordering system this bureau should have had: the concept that grew out of the PrintFX operation, built as a working demo. Run the PrintHaus demo · Read the case study