Available to hire as a strategic leader in IT. For networking or expertise inquiries, please contact me at axcoffe@comcast.net.

•Drove new organizational structure and operating model with absence of CIO role to reduce duplicity of function in siloed teams and increase efficiencies and velocity by 20% by focusing on key business and functional priorities while also saving $3.5 million dollars by cancelling unnecessary engagements.•Built strong strategic partnership and collaboration with expanding global organization which led to reduction in resources and time to deliver.•Created sustainable and future oriented ways of working by developing Infrastructure and Operations service strategy, financial planning and technical roadmap ensuring the integration with the overall IT and enterprise strategic plans.•Emphasized increasing ITIL maturity to reduce unplanned outages and increase awareness of upstream and downstream impacts as well as increased efficiencies and stability.•Clearly developed and communicated vision, mission, commitment statement, and priorities to empower leaders and team members to improve their efficacy towards meeting business objectives.•Demonstrated strategic thinking with a global and cross functional overall company mindset with focus on outcomes, risks/rewards, implications, along with evaluating consequences.•Provided strategic direction and oversight for the design, development, operations and support of IT systems including the full life cycle of technical architecture, infrastructure engineering including artificial intelligence (AI), infrastructure operations, and IT services support using mostly Agile practices. •Decreased vulnerabilities and tightly partnered with Cybersecurity organization to receive Hi-Trust certification.•Reduced dependency on external contractors by 80% by increasing velocity within Cloud Engineering space.•Engaged in strong vendor management and partner relations that identified and leveraged resources internal and external to the enterprise to enhance capabilities that support business objectives.

Experienced IT executive focused on helping organizations evolve and transform in support of key strategic business initiatives experiencing aggressive 20% year over year organic growth, multiple acquisitions, and triple employee growth.•Analyzed and chartered new organizational structure and processes in support of business growth by purposefully hiring and building leadership proficiencies and elevating skills of a lean IT global organization.•Identified and mapped strategic IT plan to support key initiatives by working globally with the business on short- and long-range planning.•Sponsored growth in IT innovation to occur while continuing to run the business by developing a new budgetary model and process that deliberately harmonizes modernization and operations.•Elevated Infrastructure and Operations as a strategic asset for business partners by building upon significant relationships with stakeholders at all levels to understand challenges and opportunities.•Increased efficiencies and stability while providing new capabilities for the business by creating and driving strategy and roadmap to future proof and transform technology with a new operating model.•Increased personal satisfaction of team members and leaders in their job roles by identifying key opportunities to evolve and grow within the organization proven by high net promoter scores.•Ensured visibility, support, and interest of IT with executive leadership by continuously interacting with C-level leaders and division leaders providing business cases, metric-based progress reports and open dialogue.•Transformed technology solutions and decreased cost of ownership by creating and maintaining strategic relationships with key partners and the vendor ecosystem to enable access to resources otherwise not available to the company.•Allowed multiple workstyles and value stream realization by building Infrastructure and Operations program aptitude and ability.

At the crossroads of leadership and technical know-how, I drive mission success for a robust IT organization that has a global reach. I develop strategy, my teams execute plans. I build teams, the teams perform exceptionally well. I promote new technology solutions and services, they deliver value and results. This value drives the company’s ability to keep pace with a myriad of competitors and to do more with fewer resources. This organization is a multi-divisional matrix employing a broad range of people, cultures and technical needs. In order to ensure success and increase the affiliation to mission, vision and shared values, I execute my role along a dual axis of operational and strategic leadership. Achievements under these two axes include: Operational Leadership:→ Increased funding for future technology transformation 300% by presenting imperative reasoning for strategic technology planning to leadership regarding competitive forces and workforce efficiency. → Offered assistance on over 120 occasions over 12 years as a recognized leader, mentor and operations expert, to help work groups of various sizes overcome issues that hindered operational potential.→ Cut project time 65% and shortened critical path using Six Sigma methodologies to take 12 hour processes down to 4 and reduced overall outage hours for planned quarterly maintenance windows from 36 to 28. Strategic Leadership:→ Improved infrastructure by initiating Technology Transformation Program with vendors that generated new capabilities from as-is technology and introduced new ideas at zero out-of-pocket cost. → Drove incremental change toward new thinking and goals by bringing different groups together via network transformation workshops to share ideas, formulate plans and standardize processes. → Optimized team effectiveness by aligning members based on their strengths, expanding their skills envelope and developing career paths, resulting in increased morale and reduced turnover to 2%.

I transitioned into this role by leveraging a track record for achieving objectives, innovation and cross-departmental collaboration as well as for energizing my people to become change agents. As we implemented a continuous flow of upgrades, maintenance outages, and locked down security with new governance, I had to move key employees to think beyond fulfilling tasks and become champions for change. I did this by supporting projects with the necessary communications to affected stakeholders, developing training and follow up programs to increase participation and compliance rates with the changes. Affected employees were made to understand the benefit of the change and make it natural for them to buy into it and minimize resistance. By broadening the scope of my responsibilities from my previous role, I was able to mature in my leadership abilities and increase success of the program. Here are some of the milestones from this experience: → Raised compliance rate 90% by leading internal organizations through strategic initiatives that increased understanding and global collaboration along with increased adherence to policies and processes.→ Reduced underutilized and redundant software apps, hardware and maintenance 30% by creating a needs-and-impact calculator that empowered the user to determine unneeded components, reducing licensing costs to the level of active users. → Improved performance with user groups by overhauling customer interactions from project managers to communicate in a common language that enhanced clarity of user needs and predictability for outages.→ Prepared employees to succeed by increasing responsibilities and developing stretch-goals to align them for new opportunities while challenging expectations, resulting in a high-performance team culture. → Increased operational inclusivity globally to standardize processes and consistency by initiating dialog with thought leaders that stimulated continuous improvement metrics by 80%.

At this point in my career, I started thinking strategically and going beyond the scope of IT and technology operations. It started to become about the long-term success of the company and how IT can enhance that effort. With that in mind, I drove innovation and influence for critical business opportunities on a global scale. I reached beyond my technology lane and led cross-functional initiatives, such as process standardization and continuous improvement, while becoming an evangelist for the value IT brings to business units, customers and patients. Here are some of the high water marks my team and I achieved:→ Produced new levels of production assurance by collaborating with division leaders to create a robust release management process that improved change management and smooth production transition. • Created quality standards for implementation team that must be met prior to handoff.• Developed documentation and support plan to facilitate smooth transition of resources needed. • Initiated a post-implementation support plan complete with checks and balances to ensure new system functionality as designed. → Formulated a collaborative work environment by marketing IT services at other team’s meetings resulting in coordinated processes and project planning, and a 98% shift in rate of compliance.→ Led development of global standardized IT service management tool using ITIL processes with stakeholders worldwide on a solution that yielded a common, easy-to-use tool and more:• Capturing of critical data measurements and metrics through newly developed KPIs.• Elimination of 4 different management service tools and increased participation and compliance.• Enhanced system stability and supportability through globally aligned processes, governance, controls and risk management.

It was this experience that pushed me to exercise good people management practices and flex my leadership muscle. My mission was to provide technical, functional and developmental leadership while fortifying the organization’s global footprint. I tested my flexibility, adaptability and immersed myself in multiple cultures by managing 24/7 Network Operations Center for teams located in Shanghai, China & Fridley, MN. While the nuances of different cultures is intriguing, there are some that aren’t conducive to the way the parent company does business. To create a reliable partnership across oceans, I had to stimulate new ways of thinking without offending or causing disruption to IT operations. To that end I accomplished the following:→ Fortified new offshore team with critical thinking skills by instituting a buddy system and building trust through relationships that moved the team to operate independently at lower cost. → Improved network availability/ reliability to 99.9% within 3 years without additional expense by assessing and prioritizing issues around a singular goal of systems performance improvement. → Perpetuated ability to deliver consistently high service levels by developing 100+ all-new Standard Operation Procedures (SOPs), resulting in a system of adaptable files still in use today.

I was blessed to become part of a company that recognizes performance with results and rewards it with advancement. I was hired into the company and quickly outperformed the needs of the role for which I was hired and made the transition into the IT Supervisor role after only 6 months. This happened because I leveraged my previous experience and provided superior customer service, problem-solving/decision making skills and a keen ability to allocate people and resources to solve problems effectively and efficiently. This generated confidence from stakeholders and internal customers and enhanced the reputation of the department.