Bryan Leonard Email & Phone Number

Washington Dc Metro Area

Office of the Chief Information Officer - National Oceanic and Atmospheric Administration (NOAA)

Washington D.C. Metro Area

Office of the Chief Information Officer (OCIO), Nuclear Regulatory Commission (NRC)Service and Integration, Service Culture, Strategy, and Implementation (SIT):Program Manager for multi-faceted, “trusted advisor” outcome driven engagement across OCIO. Areas of engagement included providing multi-service provider transition strategy, risk, and gap identification and remediations, support, execution, service integration and management (ITSM and SIAM) across the multi-provider and OCIO service owner ecosystem. Provided ongoing service and process governance, organizational and service architecture, organizational change management advisory and implementation services to OCIO. Worked closely with OCIO leadership on the challenging cultural transformations required to implement and mature a customer-focused service delivery model. Key focus areas included service ownership, customer experience (CX), performance metrics, accountabilities, practical processes and best practice frameworks adoption, continual service improvement (CSI) opportunities, resource skills, management and leadership gaps, and the courage to lead.Collaborated with service ecosystem teams on ITSM, Asset Management processes, ServiceNow tool platform requirements, leverage and maturation. This integrated approach focused on and resulted in a one-team shared service delivery mission. Results were co-creation of value and positive customer experiences (CX).

Catonsville, Md And Client Site Travel Nationally

Delivered high quality distributed IT End User Support Services - Desk Side Support and Service Desk services to law firms, big box retail and manufacturing clients. Responsibilities included program management, service delivery and governance, customer satisfaction, continuous improvement, P&L, value creation and management, and business expansion.Focus areas included voice of customer advocacy, alignment and satisfaction, service levels performance, servce quality assurance, executive level partnerships, collaboration and communications. Issue, scope, resource and financial management. Proposal, MSA and SOW development, pricing, and negotiations. Led Service Delivery Managers and distributed delivery teams of 47 across US and Canada.• Achieved month over month Service Level performance and high customer satisfaction for distributed Deskside Support services, strategically positioning us to win a major multi-year $9.5m+ renewal and expansion with large global manufacturing client. Our senior leadership recognized the team as doing a “phenomenal job” with service delivery performance, customer partnership evolution, value creation, and service expansion to meet client’s evolving business needs.• Drove consistent Service Level performance at or above targets for Service Desk services, high customer satisfaction, continual improvement, innovation across four strategic accounts ($7 million revenue)• Delivered continual improvement value to customer by identifying unnecessary technician dispatches, and developed processes to remediate. Customer estimated resulting cost savings at $100K yearly. Achieved 48% decrease across another dispatch category for annual additional $84K cost reduction.• Captured multi-year contract renewals for two additional accounts

Noaa Nsof Suitland, Md

OPS | Service Delivery Manager – Satellite Operations Facility - National Oceanic and Atmospheric Administration (NOAA)Responsible for end user support, operations management, service delivery, Customer relationship management, customer service and continuous improvement across end user and infrastructure services; Service Desk, Desktop Support, Network, Server Operations, Information Security, Audit, Asset Management and Web operations.• Improved Operational Service Delivery – resolved out of contract compliance performance and restored customer satisfaction. Conducted in-depth analysis of service offering components; people, process, and technologies, and identified gaps in all areas. Created and implemented aggressive improvement plans to resolve. Identified key areas requiring customer management agreement and execution, as well as significant variances in customer expectations and perceptions. Plan resulted in significant improvements with contractual SLA performance, business alignment, customer satisfaction, and credibility. • Improved Customer Relationship Management and Communications – Partnered with customer stakeholders and department managers to identify issues, successes, expectations, requirements and IT roadmap. Conducted regular meetings, reporting and governance activities to improve partnership with stakeholders, communications, alignment and “on same team” commitment.

Us Department Of Transportation ( Dot ) - Washington, Dc

Senior Service Delivery Manager – US Department of Transportation (DOT)Responsible for IT End User Support services -- Service Desk, Desktop Support, Desktop Engineering, and Client Relationship with a focus on SLA Management and customer satisfaction across 9,000+ DOT customers. Collaborated with operations staff leads and federal IT service owners to ensure a well-coordinated delivery of IT services to internal and external customers. Responsibilities also included SLA monitoring, tracking, trending, root cause analyses, training, reporting, process and continual improvement. Led support, engineering and customer relationship teams.• Rescued failing Service Desk - Conducted in-depth analysis of people, process, and technologies. Created and implemented aggressive improvement plan encompassing supplier management change, resource re-allocations and agent training and quality assurance processes. • Substantially improved customer satisfaction and IT - credibility for Desktop Engineering delivery at HQ by identifying gaps in delivery, process and team skills. Engaged customers to understand gaps in delivery and expectations, initiated get well plan, which included staff actions, training, process creation, improvements, customer communications, and outreach. Establishing operational metrics and team performance capability to ensure sustainable quality service delivery. • Developed, refined, marketed and managing to KPI, SLA, QAP - Collaborated with Quality Manager, leadership and stakeholders to define, review, refine and deploy comprehensive ITSM capabilities. Result has been greatly improved service delivery performance by the IT teams, and has improved credibility, perception and value proposition of IT by reporting performance metrics, transparency, and identifying and remediating improvement opportunities.• Improved service delivery processes - to substantially minimize risk and productivity impact to customers and support teams.

Arlington, Va

Responsible for IT End User Support services - global service desk deployment, operations, program and strategic partner management. Lead multinational support team. Responsibilities included managing HQ desktop support, VIP support, desktop engineering, standards and collaboration services. Led desktop support, desktop engineering, and collaboration services teams.• Rescued failing offshore service desk deployment project by assuming leadership of the initiative; re-establishing a productive win-win relationship with outsource partner, rescoping and negotiating compromise of critical path elements with outsource partner and internal stakeholders, negotiating substantial leadership changes at our partner, identifying and mitigating substantial risk due to contract, infrastructure, process and knowledge transfer shortcomings.• Substantially improved customer satisfaction and IT credibility for desktop support delivery at HQ by identifying gaps in delivery, process and team skills. Engaged customers to understand where they were underserved, initiated get well plan which included staff actions, training, process creation and improvements, customer communications, and outreach.• Implemented standards and processes for onboarding and support of new technologies to address ad hoc adoption chaos in the environment. Established Desktop Engineering function and created evaluation criteria, testing, customer focus groups, pilot programs and support documentation, resulting in a structured program that better meets customer needs.• Developed support model to standardize support globally. Teamed with Infrastructure and Applications departments to implement a comprehensive tier 2 and 3 model anchored by expansion of tier 1 global service desk, resulting in a global standardized, agile framework that also accommodated local business requirements, leveraged standardized toolsets, was cost efficient, and improved time to resolution to maximize end user productivity.

U.S. And Northern Latin America

Led world-class hybrid internal and outsourced IT end user support services teams to identify and quickly resolve technical issues for 18,000+ end users. • Achieved customer survey scores of “highly satisfied” for core support services along with “top-notch” ratings related to caliber of support team members. Overall service delivery ratings of 4.3 out of 5.• Created next generation support model strategy, identifying key continuous improvement areas and new service offerings to refine world-class support delivery to 18,000+ customers.• Spearheaded design of solution strategy and IT architecture to establish secure network scanning capabilities for multifunction devices to meet customer requirements.• Established stringent guidelines and practices for transitioning projects to operations and customers, which were adopted into core project management methodology template to improve service design and transition to service operations.

U.S. And Northern Latin America

Directed 11-person IT end user support team to design, implement, & support technology systems/applications. Also responsible for IT client relationship management.• Salvaged large enterprise project, leading deployment crisis team to identify & resolve customer issues, concerns, communications & training gaps to gain customer acceptance for the firm’s largest-ever infrastructure & desktop change initiative.• Fast-tracked senior partner’s strategic marketing data system initiative, enabling rapid customer standup of new strategic consulting business. Successfully advocated for customer to gain IT approval for out of cycle project.• Saved Commercial business unit potential $200K in out of budget contracting costs by overhauling project proposal to upgrade Novell servers & NOS. Revised plan was executed for $20K while achieving original goals.• Recognized for outstanding contributions to Blackberry/OMA/Secure VPN enterprise project for focusing team on customer and support requirements, training, expectations & documentation.

Responsible for global IT End User Support services -- Desktop Support and Service Desk. Led 8 IT managers, 64-person team & outsourcer to manage customer relationship, support & world-class service delivery to 11,500 staff at 200+ global locations. Global IT client relationship management and customer satisfaction accountabilities.• Delivered 18% increase in customer satisfaction for global support in just 3 years to achieve world-class status by fostering commitment to customer & to team excellence.• Improved outsourcer service delivery while saving $4.2M over 2 years by renegotiating contract pricing & SLAs with vendor.• Led outsourcer re-compete effort. Added services & capabilities & increased customer satisfaction while reducing cost to serve by approximately $1 million per year.• Created innovative customer feedback forum “speak your mind” voice of customer initiative to communicate unfiltered with IT, greatly improving customer perception of IT.• Created initial design of global IT Customer Relationship Manager program. Improved IT’s image & customer satisfaction by focusing IT services & initiatives to the needs of the business units.