Andy Petrich Email & Phone Number

Greater Chicago Area

Greater Chicago Area

IT consulting and web development for various clients in the IT Services and Travel industries.

Greater Chicago Area

Responsible for 14 enterprise tools and the event management processes that monitor the midrange, network, database, application, and internal cloud environments. • Directed the engineering and maintenance of BMC TrueSight Operations Manager, Foglight, IBM Tivoli Monitoring suite, Dynatrace, HP Operations Manager, HP NNMi, HP Sitescope, Splunk, AppDynamics, Introscope, and several custom developed .Net monitoring automation tools.• Rationalized five tools and deployed three new tools for a net annual save of $5.0M.• Managed 30 senior system and software engineers located in US, Europe and Asia, created and obtained buy-in on roadmaps to align the team’s goals with the direction of senior line of business application operations stakeholders, provided monitoring architectural direction and was viewed as the monitoring subject matter expert at the bank.• Innovation highlight: Developed an advanced monitoring solution for the bank’s internal cloud environment that leveraged machine learning capabilities of BMC TrueSight Operations Manager, consolidated component alerts and system performance data via Splunk and service definitions. Reduced incident noise by 25% and enabled an overall reduction in mean time to repair an incident. Presented solution to top bank technologists at annual developers’ conference.• Achieved the following key metrics: 100,000 midrange servers monitored, 20,000 virtual hosts monitored, 40,000 applications monitored and 7.0M events generated per month.

Greater Chicago Area

Led a critical work stream on a large IT service management transformation program with the objective to rationalize the tools used to support 26 key process.• Developed the strategy, architecture, approach and plan to rationalize 225 tools over 3 years down to 25.• Partnered with tool owners throughout the bank to obtain buy-in to the strategy and manage the decommission of the tools.• Achieved $11.0M annual cost saves for 100 tools before handing off the work stream to another leader.

Greater Chicago Area

Led the business case development and program design of a three year transformation of key IT service management processes.• Created a five year $70.0M cost save business plan to transform 26 key IT service operations processes from level 1 to level 3 maturity leveraging the BMC ITSM suite of tools.• Designed and initiated a three year ITSM transformation program that incorporated lessons learned from the previous ITIL process transformation program.

Greater Chicago Area

Responsible for an organization that defined, developed, tested and supported 10 IT service management processes and systems used by over 80,000 associates globally.• Supported systems including IBM Tivoli IT Service Management tools and custom developed .Net tools that supported key enterprise IT service management processes including change management, service request management, incident management and asset management focused on the efficient and effective support of 100,000 servers, 300,000 desktops and a global network.• Managed a $20.0M annual budget and led a high performance team of 150 employees, contractors and offshore software engineers, business analysts, testers, operations support and project managers.• Created and negotiated the approval of a 5 year integration and rationalization architecture and plan for the merger with Merrill Lynch and acquistion of Countrywide Home Loans. The scope of the plans included over 230 internal IT support tools. A key element of the plan was to standardize core IT service management processes leveraging the IBM Maximo suite and then transform these processes as part of a migration to the BMC Remedy suite.• Contributed to the strategic direction of the overall IT service operations model.• Completed an executive MBA seminar for select high potential leaders at Bank of America.

Greater Chicago Area

Led the end to end delivery of an ITIL based service operations process transformation program leveraging the IBM Tivoli IT Service Management suite of tools.• Headed three year program designed to transform the IT service operations processes throughout the bank.• Directed a large matrixed team of 200 resources to define process changes, develop and test tool customizations, manage the individual work streams, liaison with senior stakeholders across all lines of business, rollout a communication and training program to support 80,000 employees impacted by the changes, and manage product relationship with IBM.• This program was an early adopter of agile development methodology at the bank.• Delivered a system that supported 40 system integrations, 250,000 request for change per year, 1.3M assets under management, 450,000 requests per year, and 4.5M incidents per year.

Greater Chicago Area

Drove the bank’s enterprise IT service management teams to improve service and develop new capabilities to support the unique requirements of the Global Trading line of business.• Increased monitoring service levels to support tier 1 trading operations.• Introduced a new change management process that reduced risk during times of potential market volatility.

Account Director: Managed sales, senior client relationships, financials and delivery of several application development initiatives.• Defined an enhanced event-based marketing product for TransUnion, enabling them to save $10.0M per year and increase revenue 50% per year for next five years. Directed both Accenture and TransUnion efforts to secure funding and develop a delivery approach. • Directed a team that created a Technology Blueprint to help TransUnion prioritize and focus future investments.• Developed a set of cost savings recommendations and a roadmap to save TransUnion $8.0M in development costs over three years in one of their key development areas.• Led a mixed team of on-shore and off-shore resources that built a new marketing product that enabled TransUnion to expand into international markets.

Managed sales, senior client relationships and delivery of several initiatives over two years. • Led of team of architects to re-design the operational, technical and application components of their eBanking application used by 800,000 users and 300 banks. This initiative stabilized an application that was suffering from periodic high profile outages, prepared Metavante for future growth and reduced operating expenses.• Collaborated with the Vice President of electronic banking to shape and sell a three year $6.4M deal to outsource development of their eBanking application to Accenture’s off-shore development center in India.• Managed the startup and initial development of outsourced eBanking application. • Managed the off-shore development of a web based Trust system used by Trust advisors of 200 banks.• Directed several process improvement initiatives within Metevante’s IT Operations group. Collaborated with the CIO and his direct reports to improve efficiency and costs via server consolidation, change management, patch management and performance management processes.

Acted as Vice President of E-Commerce on an initiative to deploy e-banking funds transfer capabilities to American Express advisors and clients via the Internet. • Defined scope, approach, timeline and architecture of e-banking funds transfer solution. Developed a pragmatic solution that balanced the need to maximize new functionality and the goal to create new architecture components. Net savings to American Express was $75.0M over five years.• Responsible for a $10.0M resource budget.• Managed 20 teams of employees across four organizations, three key Accenture resources and on- and off-shore contractors who designed, built, tested and deployed the new funds transfer capability in three releases. • Delivered all three releases on time and under budget. Dramatically improved employee moral from previous year when the program significantly under delivered.

Technical Architect and technology program manager for a three year initiative to develop new cash management products and services for large corporate customers needing to consolidate pan-Asian operations.• Developed a technology architecture and migration plan that included data consolidation for regional reports, linkage of local legacy systems using IBM MQ Series and Candle–Roma and a new security solution that enabled Internet access for customers. The new architecture supported 20,000 customers and 170,000 transactions per day.• Led the successful delivery of the new security, data consolidation and legacy linkage solutions. Managed a team of 45 clients, contractors, vendors, and three key Accenture resources and a $15.0M budget.

Led a large-scale program to replace the existing communications infrastructure (six separate email systems) with Microsoft Exchange for all employees throughout Switzerland. • Led initial effort to define the architecture and program plan. Designed an innovative, cost-effective solution to deliver network connectivity to bank branches. Key metrics: 10,000 workdays, 40 program resources, 13,000 users.• As overall director, managed day-to-day issues across the program, participated in budgeting, delivered a new service management solution for the Credit Suisse support team and oversaw the creation of an innovative training and communication program.• Significantly increased the effectiveness of communications across Credit Suisse and reduced support costs by USD $500K per year.

Managed the migration effort to a more efficient and effective communications infrastructure (18 separate email systems collapsed in Microsoft Exchange) to support 18,000 users in 37 countries and 89 locations. This effort reduced support costs by USD$500K per year. Developed and managed a migration process that was cost effective, maintained employee productivity and delivered the system on time.