Own departmental budget in excess of 10M annually centered around data center infrastructure (compute & storage), and public cloud infrastructure.Initiated and led effort for division job title refresh to consolidate titles, create depth, and clarity on career progression.Responsible for creating and executing corporate cloud strategy focused on Software-as-a-Service (SaaS), public & private cloud infrastructure.Key member of community of practice responsible for creating and executing IT strategy focused on DevSecOps practice.

Formed and upskilled a new team focused dedicated to Cloud with employees from varying skillsets and teams.Led implementation of an automated resiliency testing platform (Gremlin) to transform how the company approaches application and infrastructure availability.Evangelized the benefits of cloud capabilities and operating model to peer organizations and lines of business.Mentor to newly hired employees by engaging with them to help them understand and acclimate to our culture.Took ownership of DevOps tool stack through consolidation and rationalization.

Created and executed on the company strategy for public & private cloud adoption.Partnered with multiple IT & IS teams to garner alignment of the strategy, review application and security architecture, educate and upskill workforce, and prepare others for expanded responsibilities.Developed the governance controls and processes required to deploy applications to a public cloud environment.Defined evaluation criteria for determining application well suited for public cloud deployment.Formed and chaired Cloud Governance Committee (CGC) with key stakeholders to review multi-year strategy, monitor Key Risk Indicators (KRI), and funding.Managed relationship with cloud and software vendors to ensure a successful implementation and support of products and services.

Directed a global workforce of 40+ solution architects, programmers, and business analysts.Led department cloud & micro-service implementation for two mission critical applications handling 75+M daily transactions.Designed and deployed Verizon Wireless first full stack cloud application in Amazon Web Services (A.W.S.) leveraging many cloud-native solutions (S3, ElastiCache, Lambda, Aurora, etc.) to provide a unified and consistent survey experience, handling over 1 million survey offers per day through a rule-driven architecture with an expected R.O.I. of 2+ million dollars annually.Implemented solutions in I.V.R. to increase self-service rate and reduce transfers to call center agents, including Prepay Self Serve Transactions reducing 550+ thousand calls into the call center, equating to 3.8 million dollar savings per month.Championed initiative to implement Passive Biometrics voice solution in Telesales to identify repeat fraudsters based on voice prints which resulted in 1+ million dollar annual return on investment.Deployed power on activation service for new devices on iOS and Android to streamline process of activating a handset and simplify the customer experience.Redesigned C.T.I. infrastructure to be more fault tolerant, eliminate single points of failure, and improve response time during outages from 30 minutes to 5 minutes.Led analytics assisted call routing implementation to pair callers with agents based on artificial intelligence which resulted in a reduction of 3 seconds handling time per call.Championed initiative to design, build, and deploy self-service reporting and analytics leveraging Kibana and Tableau from within the organization to provide consistent and accurate results in a timely manner.Speaker at internal conference to over 200 live and 1000+ webcast employees on the topic of Cloud Journey.

Managed Interactive Voice Response (I.V.R.) middleware development team responsible for handling 5 million daily voice and generating 45 million A.P.I. calls.Led Computer Telephony Integration (C.T.I.) development team responsible for interfacing with Cisco Telephony Systems (CTIOS & CTIServer) and supporting 500+ thousand daily calls with over 20 million events.Implemented automated outbound dialer solution for accounts with past due balances which collected over 2 billion dollars in the first year.Drove design, development, and deployment of an in-house Computer Telephony Integration (C.T.I.) web application to retire Cisco product (CTIOS) at end of life which is used by 15 thousand concurrent call center agents handling 500+ thousand daily calls with 20+ million events. Solution was fully web-based and provided several shortcuts including a simplified ticket creation process through ServiceNow.Piloted initiative for Voice-to-Text remarks from call center agents with a target savings of 20 million dollars.Benchmarked multiple NoSQL technologies (Cassandra, Hadoop, MongoDB) in preparation for implementing in centralized data store for sharing information information across systems.

Managed end-to-end E.T.L. development team for business critical intranet site used for performance management and call center operational applications. Defined multi-year strategy and departmental processes, procedures, and standards focusing on reducing production ticket turnaround, increasing quality of deliverables, improving speed-to-market, and securing code.Led initiative for real-time data integration to provide immediate access on Churn and Revenue Generating information to Call Center Supervisors & Representatives.Designed highly intelligent, scalable, and flexible E.T.L. monitoring, alerting, movement and validation infrastructure for low maintenance with high success and timeliness rates.Drove reduction of production tickets from 14 days to 8 days through process improvement while increasing proactive communication to business stakeholders of known issues.Formed governance committee made up of multiple I.T. and business stakeholders to funnel and prioritize projects based on highest R.O.I. and impact.Championed initiative to become source of representative performance metrics, providing data to downstream systems.Piloted new data structure and infrastructure to support MicroStrategy Business Intelligence solution.

Defined culture of team while merging four area teams into a single national organization.Led multi-functional development team (Web, Database, ETL) to build a suite of four enterprise applications to retire over 100+ area specific tools while implementing standardized processes across Customer Service.Partnered with multiple IT departments to add new sources/data feeds into application suite.Architected and led the creation an Operational Data Store (O.D.S.) running Extract, Transform, Load (E.T.L.) processes on 750M+ daily records from 32+ disparate systems on 10+ technologies for single truth of data for self-serve and ad-hoc reporting.

Technical Lead & Architect for an in-house Performance, Coaching, and Attendance management web-based application used by over 10K call center employees, leaders, and executives for intra-day and historical trending on over 250 Key Performance Indicators (K.P.I.s).Led team of 10 employee/contractors in the creation of web applications, database development, and automated data imports from over 10 data sources comprising of 5+ technologies, including Oracle, Teradata, MSSQL, and SFTP.Identified new technologies/software (Dundas, RedGate, Beyond Compare, etc. ) to drive efficiencies within the team.Built strong relationships with key IT contacts to gain access to new sources, collaborate on performance metrics for call center representatives, and benchmark on best practices and coding standards.Partnered with HR to automate Attendance Corrective Action progression and online approval/submission.Networked with multiple staffing agencies to hire strong talent for critical projects.

Developed VB application to consolidate employee information for Tampa Call Center, such as: Headcount, PA/Coaching Stats, Attendance, Corrective Actions, and Operational Projects. Reduced Supervisor workload by providing individual and team results on daily/weekly/monthly within the application.Automated center reporting to allow operations employees to focus on analysis/execution rather than pulling data.Developed and analyzed ad-hoc reports for Call Center Leadership for Operational Reviews, performance trending, staffing requirements, and center results.Partnered with HR during Director Staff Meeting to review current Performance Corrective Actions and decide on next steps (maintain, progress, expire).

Review and audit Remedy Tickets to ensure accuracy and proper troubleshooting prior to sending to NRB/System Performance teams.Improved quality of departmental Remedy Tickets by creating online templates to streamline creation and consistency of comments.Developed internal website for handset information/troubleshooting used by Care and Technical support employees in the call center.Enhanced Remedy Audit MS Access database to provide automated feedback/coaching to Tech Support Representatives on audit results.Developed MS Access database to track poor coverage areas as determined by Remedy Ticket Resolution and customer complaints. Provided reports to System Performance Director on monthly basis for potential resolutions.

Provided customers with Tier 2 technical support on handset or call quality/performance issues.Developed excel/access databases to provide helpful tools for the department (e.g. Remedy Ticket Audits, Invalid Transfer Tracking, MTAS Virtual Training Guide).Attended Care Supervisor team meetings to provide front-line representatives advanced troubleshooting techniques to reduce improper transfers to Tech Support.Backup Wireless Network Response Team (WNRT), performing audits on Remedy Tickets prior to routing to NRB/System Performance to reduce returned tickets and delays in customer resolution.