Bradley Roach Email & Phone Number

Virginia, United States

Seattle, Wa, Us

Seattle, Wa, Us

I lead Business Management and Operations for AWS Data Center Engineering (DCE), addressing all aspects of managing the DCE business. I partner across all Engineering verticals to set the near and long-term Engineering strategy for the business, and articulate the strategy via several documents and forums, including operational planning documents; reporting to the AWS Board; presentations by the AWS CEO; executive presentations to customers and industry partners; and monthly and quarterly business reviews. I establish and oversee delivery of execution goals, up to and including the Amazon Senior Executive Team (Steam), to ensure successful execution of the DCE Engineering strategy.I own the Resource Planning function for DCE, which enables the deployment of Engineers to meet customer needs. This includes partnering with Service and Capacity Planning teams to establish reliable demand signals, and developing and deploying models to ensure all DCE divisions are right-sized for demand. I am responsible for driving OPEX efficiencies, and to ensure an optimal workforce by leading the division’s Workforce Planning efforts. I drive divisional cost savings and efficiency programs, including program cost reviews. I also lead a team to build business tooling that drives downstream Engineering actions, and raises the bar for DCE business operations. This includes building a bench of Data Engineering and Business Intelligence Engineering expertise to deliver solutions ranging from automated data pipelines to end-to-end low code business applications. I am responsible for a wide scope of business operations functions for DCE, including: (1) scoping for net-new lines of business, including associated leadership positions; (2) assisting with senior staff promotions; (3) leading discussions to re-organize the business when needed in order to best meet the needs of DCE customers; and (4) representing DCE to external customers, regulatory bodies, and industry organizations.

Seattle, Wa, Us

Seattle, Wa, Us

Seattle, Wa, Us

I led the development of the end-to-end process to implement Enterprise Risk Management (ERM) at AWS; this included defining the procedures for risk identification, assessment, treatment, and monitoring. Further, I led the development of tooling and mechanisms to enable consistent implementation of the process by Risk Managers implementing the program; this included (1) a toolkit to facilitate risk scenario building, assessment of potential impact and likelihood of risk occurrence, and identification and monitoring of risk treatment activities; (2) completion of a business function mapping for the enterprise to ensure appropriate scope of coverage for the ERM program; (3) questionnaires to inform risk identification; and (4) an approach for tailoring risk engagements to meet the varying and complex needs of the business. I also contributed to the development of the ERM program by on-boarding program staff, and facilitating team tenet development.In implementing the ERM program as an individual contributor, I independently and simultaneously led several highly complex and tailored risk engagements across AWS business verticals, which ultimately led to solutions for addressing risks. Leading such risk engagements included working with senior management, legal counsel, and subject matter experts to document end-to-end business processes, procedures, and controls; developing best practice control frameworks and approaches to enable gap assessments and identify risks in business processes; and identifying actions to successfully treat risks, while maintaining the pace of innovation. I designed and implemented risk engagements that addressed:• data center engineering;• protection of proprietary data center technology;• capacity planning and deployment for the AWS network, as well as Elastic Compute Cloud (EC2) racks and servers;• operational information security hygiene for software applications; and• Kubernetes service integration.

Washington, Dc, Us

I analyzed management information needs and developed complex analyses and succinct management reporting that was instrumental in improving portfolio management for the IT division; ensuring positive divisional performance against performance goals; and introducing increased efficiency and effectiveness into GAO processes. I developed a reporting tool for senior executives, which identified resource commitments for the IT division’s audit portfolio, and led the development of a tool to ensure engagements/audits met elements of GAO’s Quality Assurance Framework. Further, I developed analyses and reporting, which provided visibility into the financial and non-financial benefits associated with IT related audits. I developed a data collection method for large amounts of data, and subsequent analyses, which resulted in government wide reporting on the extent to which federal agencies addressed high risk IT acquisitions and operations, and cyber security recommendations. I provided input for the development of GAO business analytics tools to improve the validity and reliability of these tools, and also suggested improvements to the tools to better meet the needs of the agency. In addition, I developed a data collection instrument for agency wide use in carrying out responsibilities associated with the Impoundment Control Act. I introduced an advanced analytics tool, which has the potential to save the agency hundreds of staff hours. Lastly, I substantially contributed to several division efforts to include recruiting and employment interviews, and collaborating with government and industry professionals in revising best practice guidance for IT investment management.

Washington, Dc, Us

I led professional teams, completed key high-risk audits, and prepared congressional testimony on federal IT systems and programs. I developed audit evidence, findings, and recommendations that led to improved performance and accountability of critical federal information technology matters, including key aspects of the federal government’s $96 billion annual investment in information systems. Such leadership encompassed the planning, scoping, execution, and reporting of audits, to include: building constructive relationships with many congressional clients, and establishing audit approaches to meet their needs; managing and performing complex analyses on a broad range of IT domains; conducting interviews to obtain evidence; drafting written products to include published reports and congressional testimony that clearly and succinctly conveyed audit findings; leading and developing staff; and championing the use of Agile practices to foster a high-performing team. I have extensive experience and demonstrated abilities in analyzing the following IT domains:• Internal Revenue Service IT management and operations, to include: identification of IT risks critical to the nation’s tax processing, and development of an assessment framework to evaluate the management of such risks; effectiveness of physical security controls, contingency planning, and systems testing using NIST Special Publication 800-53; performance of major systems development efforts using earned value management analyses; implementation of IT workforce planning best practices; and processes for prioritizing appropriated funding • Federal agencies’ implementation of incremental systems development• Implementation of frameworks and investment management processes such as enterprise architecture, value engineering, and governance, to reduce duplicative and wasteful IT spending• Performance of major systems development efforts at the Department of Energy using earned value management analyses

Washington, Dc, Us

Washington, Dc, Us

I administered and operated computer networks; installed, operated, and maintained new hardware and software applications; and ensured information technology operations were consistent with Department of State and federal operating and security policies and practices. I provided assistance to users of information management services including training users in the use of new software applications, and provided guidance and assistance with new or amended information technology-related policies and procedures.

Working with a team of ten to twelve support specialists, I provided a central information technology support service for 14,000 students. I solved problems with operating systems; provided hardware support including the installation of system components; performed file recovery on corrupted file systems; removed many types of viruses; and provided instructions and recommendations to the students to promote an efficient and secure computing environment. In the capacity of Student Manager, I provided oversight of the daily duties performed by the Information Technology Support Specialists, and organized staff meetings and training sessions to improve the services provided by these employees. During a period of restructuring, I was promoted to Interim Supervisor and quickly adapted to new responsibilities including, employee scheduling; conducting employment interviews and selecting candidates for employment; and projecting human capital expenditures to assist the support service in estimating future spending.

Master Of Business Administration (M.B.A.), Information Systems And Technology Management

Bachelor'S Degree, Management Information Systems, General