Led the 7x24x365 CloudOps NOC Team (10 FTE) reporting directly to the SaaS CloudOps & Infra Director - dotted line to Prod Management and Prod Engineering. Team's mission is to provide proactive and protective measures to ensure maximum UEBA/TDIR platform availability hosted on GCP. During my tenure the team achieved - among other milestones: Matured the group from storming to performing, changing and transforming culture from a siloed and vertical organization to a decentralized and autonomic one, constantly interacting with all company stakeholders (Sales, Support, Account Executives, Architects, Engineers, etc.). NOC managed to reduce alert toil and noise (false positivity) by 70% in one Q: average 9000 (250 environments) in Q3 vs less than 4500 in 420 environments by Q4.Reduced costs and improved monitoring efficiency by migrating alerting system seamlessly (from PagerDuty to Opsgenie).Provide world-class levels of service with TTA (acknowledge) as low as 40 seconds, TTD (diagnose) of 45 mins and TTR (resolve) of 1.5 hours (for NOC owned incidents).Contributed to reduce TTR of tier 2/3 support such as Customer Success and Engineering by streamlining processes. As individual achievements I managed to create and evolve KPIs and dashboards in order to track, report and improve to the world-class levels described above.Defined scope of work, roles and responsibilities within the NOC team (e.g.: queue manager, shift leads, upgrades and release scheduler/planner, monitoring specialist) and set individual goals by OKR utilization; this improved e.g.: time to market of change/break fix activities x4.Contributed to the various Cloud maturity company programs to ensure critical/complex incident management escalation, release/upgrades predictability and disaster recovery/resiliency planning.Other tasks: coach, performance reviews, hiring, tools evaluations, SOPs/process development & uplifts, attend escalations/root cause & post mortem analysis, work with SREs,

JPMorgan Chase & Co. (NYSE: JPM) is a leading global financial services firm with assets of $2.6 trillion and operations worldwide. The Firm is a leader in investment banking, financial services for consumers and small businesses, commercial banking, financial transaction processing, and asset management. A component of the Dow Jones Industrial Average, JPMorgan Chase & Co. serves millions of consumers in the United States and many of the world's most prominent corporate, institutional and government clients under its J.P. Morgan and Chase brands. Information about JPMorgan Chase & Co. is available at: www.jpmorganchase.com

Tactical skills (in % of time): Managerial, 25%; Financial, 25%; Customer, 25%; Commercial, 25%.Description:Act as liaison between the Pursuit Team (Sales Lead, Solution Lead, Solution Architects, Bid Manager, among others) and the T&T (Transition & Transformation) tower to ensure proposal parameters within standard ITO guardrails (costs, scope, schedule) during opportunity early stages of the Sales Support Model (SSM) – Opptys. range from $10M to billions in terms of TCV. Collaborate with the Pursuit Team thru advising in standard methodologies to improve Internal/External leadership buy-in (E.g.: for SOAR, RLT). Participate in deal reviews to validate delivery feasibility of the T1 (Transition) and/or T2 (Transformation) of the proposals; orchestrate and assign the appropriate TTM (Transition & Transformation Manager) to perform the Pursuit–to–Transition handover. Maintain all the AMS Sales Pipeline records up to date, in order to trigger in a timely fashion resources allocations (Labor Demand & Supply); keep the resource pools forecast to assign PMs and TTMs accordingly (based on the nature of the proposals). Communicate to and obtain feedback from the Segment leaders (CME, MIE, Transportation, FIN, HLTC) regarding proposals progress until Signature.In a consultative fashion, participate of the elaboration of the SOW, MSA and T&C documents during Negotiate & Close sales stage – may include Client-facing meetings to clarify on T&T/PPM standard processes.Methodologies & Standards: PMI, ITIL, SSM (Sales Support Model), EDGE (HP Processes Framework) Customer: HPE AMS (Internal), HPE SLA Accounts/Clients (several industries and market segments)

Current role: Transition & Transformation Leader (T&T PPM) since October 2010. Tactical skills (in % of time): Managerial, 33%; Financial, 33%; Customer, 33%; Technical, 1%. Description:Manage medium to large infrastructure and outsourcing Projects and Programs. Enforce PMO Program (e.g.: during an Account/Customer Startup). Assist and work with the GSS (Global Sales Support) Pursuit and Solution Architect teams to elaborate and meet Contract specifications. Engagement and interaction with the proper Internal/External (Customer) areas to Initiate, Plan, Implement and Stabilize during the T&T/Project lifecycle, i.e.: HR, Legal, Finance, Delivery, Biz. Ops., Service Management, etc. Detect opportunities for Contract expansions (as Business Analyst/Developer) based on the current and upcoming Portfolio. Other duties: administrative work related to T&T team/people care and coordination (17 individual contributors, within the Regional Spanish Latin America T&T / Project & Portfolio Management Capability; i.e.: footprint in Argentina & Andina regions - as well as for Best Shore @ U.S.). Methodologies / Standards: PMI, ITIL and CMMI. Customers: Banc Sabadell, Spain; Ferrovial, Spain/U.S.; NII Holdings (Nextel), U.S.; Cencosud, Chile; Pluspetrol, Argentina. Industries: Financial/Bank, Construction, Telecommunications, Retail, Oil & Gas.

Tactical skills (in % of time): Managerial, 60%; Financial, 20%; Customer, 19%; Technical, 1%.My current role and responsibilities includes (but are not limited to): review and approve new business; manage 1.2M budget (from billing); interface with the Account, Upper and Business Management teams (MGR II or similar and above); manage and define the staff performance thru quality metrics and goal setting (individuals, in staff augmentation and leveraged/shared operative models); provide direction on projects to meet deadlines and/or SLAs; enforce processes and tools compliance; facilitate support and collaboration between on shore and Best Shore teams; encourage and follow up on individuals career development for current and future needs; prepare material for Corporate and Customer presentations and seminars as necessary. Methodologies / Standards: PMI, ITIL and CMMI. Major achievements: - Set the team into a mature, steady-state in terms of sustained quality of service by adopting the continuous improvement process methodology.- Improve Financials – including savings in telecommunication costs – with a proven operative model focused in the development through training of the Junior tier of the team.- Create and implement a true and tangible career path to grow the Senior tier: nowadays, I count with 2 internal Leader under my coaching.- Interact and work with the Account, Engineering and Delivery teams – in Argentina, Chile and Costa Rica – to stabilize accounts in jeopardy, collaborating with the designing, implementation and follow up of the different improvement projects and plans; accounts: Cardif (MCA Ar.), MCA Chile: Arauco, Binaria, D&S, Ripley, among others.Customer: U.S. Central Hub, based in Tulsa, Ok. (Sabre Holdings, American Airlines, Airline SOA, U.S. Airways and United Airlines); Industry: Transportation.

Tactical skills (in % of time): Managerial, 70%; Financial, 10%; Customer, 15%; Technical, 5%.Responsible of the Best Shore Middleware team, in charge of the 7 x 24 Operations, Support and Engineering for the customers listed above (in a staff augmentation operative model). I’ve been in charge of selecting, hiring and developing the 1st and 2nd level analysts for the Support and Operations Middleware Desk in a 3 shifts / 3 tiers schema; total staff: 19 direct reports. Additional duties include the management of the work assignment; coordinate the support and collaboration with on shore/Best Shore Engineering teams; escalation on Customer needs and/or internal issues; confection and determination of the KPIs for performing statistics and measure performance across the 3 levels of support.Methodologies / Standards: ITIL, CMMI and Sigma Six.Major achievements: - Grow the team from 6 members to 19 (increasing billing).- Fully implant three shifts, 7 x 24, multi-tier support schema based on KPI analysis, improving the service level and quality in terms of response and staff availability, based in processes compliance, individuals’ development and a streamlined workflow model.- Save costs in overtime payment. - Positioned the team and exposed the model as successful case in Thomas White’s Service Excellence board (Oct. 2, 2009). - I was rated ‘K’ (Significantly Exceeds Expectations) for the FY2009.Customer: U.S. Central Hub, based in Tulsa, Ok. (Sabre Holdings, American Airlines, Airline SOA, U.S. Airways and United Airlines); Industry: Transportation.

Tactical skills (in % of time): Managerial, 10%; Financial, 5%; Customer, 25%; Technical, 60%.Initially, my main function as a Technical Leaders was to support and administrate customer’s Middleware infrastructure based on WebSphere MQ in terms of Incident and Problem handling, as well as for projects and Change Request analysis for implementation. Due to my background acquired in other companies as a Team Leader, I’ve detected numerous unexplored areas for improvement, and I started focusing efforts in adding value, using known methodologies and practices for setting up a processes library, with reporting capabilities.Methodologies: ITIL, CMMI and Sigma Six. Major achievements:- Positioned myself as the Team Leader of the group. - Introduced the framework that was adopted as standard for introducing improvements across both on shore and Best Shore locations (know as I.O.I.P.: Improvement Opportunities Implementation Plan).- Gained the U.S. Leadership team trust and confidence, by creating strong bonding that, later on, allowed us to introduce more resources (people) in the Account.- Authored the one-stop and scalable Microsoft SharePoint solution – currently in use – for processes library, containing job aids, training and career paths, a Wiki, a knowledge base, an Incident and Problems tracking tool, the rules of coexistence of the team, a “Welcome package” for new joiners and more. This solution is fully integrated to different sources of information, shortening training time and effort in the day to day operations.Customer: U.S. Central Hub, based in Tulsa, OK. (Sabre Holdings, American Airlines, Airline SOA, U.S. Airways and United Airlines; C.I.B.C.); Industry: Transportation and Bank (only C.I.B.C.).

Tactical skills (in % of time): Managerial, 15%; Financial, 10%; Customer, 70%; Technical, 5%.Interfacing between the Customers (the Dealerships), the Account (CAT) and the Support teams (Accenture) as a Support Manager my duty was to meet and monitor the business continuity of the different Caterpillar U.S. based distributors (Dealers) assigned to me, by building a trustworthy relationship; ensuring Incident and Problem resolution and Projects completion within the agreed deadlines and budget. Mainly focused in Customer-facing activities, and driving different consulting initiatives, the goal was to detect out of Contract scope opportunities for satisfying that need, generating additional revenue to the Center and adding value to the standard service. Methodologies: CMMI and Sigma Six. Major achievements: - Promoted several satisfactory billable SOWs increasing revenue. E.g.: maintenance of Dealership-specific software bundles. - Reduced to zero the amount of incidents without the proper identification of a Root Cause for the dealerships assigned to me. - Proactively participated as Appraiser in the process of certifying the ACOS (Accenture Center for Outsourcing Services) as the first CMMI 3 Services and Delivery center in Argentina. Customer: Caterpillar, based in Peoria, IL. Industry: Heavy Machinery.

Tactical skills (in % of time): Managerial, 20%; Financial, 5%; Customer, 15%; Technical, 60%.Responsible for the group in charge of the administration, support and operation of DBS (Dealer Business System, CAT’s ERP) across 150 production environments – and 12 development – housed at Caterpillar’s Solution Centers in Peoria (IL), Morton (IL), Gosselies (Belgium) and Melbourne (AU); hosted on IBM’s System i infrastructure. Interaction with multiple support teams – technical and functional – located in Filipinas and the United States, with a Follow the Sun operative/coverage model, providing services to the Dealership network in NA, SA, AP and EMEA. Direct reports: 8 individuals. My main function was to monitor and dispatch the work assignment queue; supervise and provide technical and tactical directions to the team in charge of ensuring the platform and system continuity, i.e.: Incident and Problem handling, on line and batch performance analysis, RCA, planned Change implementation, etc.; act as interface with the Customer during escalations; advice the Account and the Support Managers team in technical matters; perform weekly and monthly planning to meet and exceed SLAs; Major achievements:- Obtained a promotion to Sr. Analyst- Received the ‘Good Job!’ award from the Technical Leadership team in PIA, after coordinating efforts for the prompt response and accuracy in rebuilding a CAT dealer production environment.- Improved response times and MTTRs by challenging the team to shorten the resolution timed despite the SLAs; i.e.: resolve a Sev. 1 in 15’ instead of using the 1 hour per SLA contract. Customer: Caterpillar, based in Peoria, IL. Industry: Heavy Machinery.

Tactical skills (in % of time): Managerial, 5%; Financial, 5%; Customer, 20%; Technical, 70%.Administration and support of the Middleware infrastructure for 40 production environments hosting the DBSi (Dealer Business System Integrated): a Caterpillar packaged solution, developed for the worldwide Dealership network housed at CAT’s datacenters, consisting of SAP R/3 (BW, Workplace, FI, MM), Siebel CRM, Exact Software Rental modules and IBM’s WebSphere Interchange Server for integrating the legacy ERP (the DBS), based on AS/400 programming facilities (Cobol, RPG, CL, etc.). The job consisted in the technical maintenance of the product (including WebSphere MQ, Microsoft SQL Server and other ‘in house’ developments) and the functional analysis of the connection interfaces: data flows and circuits. Interaction with Functional and the Development teams in charge of supporting the interfaces and the products named above for resolving Incidents, located in the U.S. and Filipinas.Methodologies: Sigma Six. Major achievements: - Work with the designated Green Belt for achieving the implementation of an improved backup strategy I developed. - The development and implementation of a stability pack across all the DBSi environments. - The successful training of the Filipinas Middleware team to allow them to handle code push in the latest release of the product, environment builds and environment refreshes. - Developed and documented a precise turn-over process to interact across locations.Customer: Caterpillar, based in Peoria, IL. Industry: Heavy Machinery.

Tactical skills (in % of time): Managerial, 33%; Financial, 1%; Customer, 33%; Technical, 33%.Coordination of the task force in charge of the rollout of the new workstations and the server room modernization of the BNA branch offices located in the, Cuyo, Noreste and Pampeana (including Buenos Aires and Capital Federal) regions of the Country, in a 7 x 21 days modality. The tasks of the Coordinator were the same as the implementers, plus: the reporting of major incidents or delays to the responsible Manager, arrange logistic and inventory issues, re-distribute the work force to comply with the planned schedule; interface with the BNA branch office Managers discussing on progress status, issues and escalations. In addition, as part of the rollout plan, the implementer responsibility was to train the end users employees in the new features and software provided in the workstations: Lotus Notes email, Windows NT 4.0 Workstation use, access to Terminal screen and printer emulation, access to specific BNA branch office applications. Major achievements: - 100% of compliance with the planned rollout schedule for the branch offices assigned; total 52 in 18 months. - Total customer satisfaction on feedback survey regarding the end user trainings; 600+ people trained. - Zero business disruption during the rollout process.Customer: Banco De La Nación Argentina. Market segment: Bank.

Tactical skills (in % of time): Managerial, 1%; Financial, 1%; Customer, 28%; Technical, 70%.Short term contract, working as Functional Analyst for the analysis and testing of the different workflow interfaces developed for the Customer Care modules of the Interconexión project; developed in Vantive and Microsoft Visual Basic for TELECOM Argentina, in accordance for the preparation of the company systems for the Future Operation Mode due to the telecommunications service deregulation in long distance calls, that took place during in that year.Methodologies: V model testing.Customer: TELECOM Argentina. Industry: Telecommunications.

Tactical skills (in % of time): Managerial, 1%; Financial, 1%; Customer, 18%; Technical, 80%.I’ve been focused in R&D of existing products in the local market to achieve the successful deployment of the Shell’s Desktop Environment: an application suite developed by Shell Netherlands, and required to implement by the local IT manager in order to let the roaming executives of CAPSA (a Shell division) to work remotely in the oil platforms and Worldwide Shell plants. After accomplishing the necessary standard, 120 notebooks were successfully deployed and distributed to the end users. A wide variety of products – such as notebook models, expansion cards, and even geological investigation software – was validated and tested previous to the creation of a master image and automate the deployment process. The entire plan, specifications and process documentation was signed off and kept by the customer for future occurrences and reference. Major achievements:- Successful adaptation of technology – mainly, hardware – in short time: the E2E took only 3 months (480 hours) of work.Customer: Shell CAPSA. Industry: Oil & Gas.

Tactical skills (in % of time): Managerial, 20%; Financial, 1%; Customer, 20%; Technical, 59%.I was designated to SIG as a Consultant to assist and take over during the transition of the Help Desk, the Site Support and the 2nd. Level Support for the bank headquarters in an orderly manner. My mission was to leverage and support the lower Seniority tiers to gain control and the confidence of the Customer in maintaining and increasing satisfaction by shortening response times while training the support agents with a permanent designation to this Client; I reported to the Account Manager and the SIG Leaders of the areas mentioned above. Due to the successful experience and knowledge of the Client operations, I was requested to work in the branch offices Rollout project for the migration to Windows NT 4.0 (from Windows NT 3.51) and Sell Station implementation: administrative software for managing the front and back office branch offices operations. I was in charge of the Central Help Desk coordination working remotely in the assistance and support escalation for the HP contractors implementing the upgrades locally in preparation to the deployment of the base software bundles. Major achievements: - Seamless migration of the support service from the previous provider.- Extension of the base contract to support not only SIG headquarters but also the branch offices (remotely).Customer: Santander Investment Group (former Banco Río De La Plata). Market Segment: Bank.

Tactical skills (in % of time): Managerial, 1%; Financial, 1%; Customer, 20%; Technical, 78%.Administration and support of the Novell NetWare Servers and Clients network (Windows 3.11 for Workgroups) of the Bank Headquarter buildings, including workstations and server rooms’ access for hardware maintenance (Token Ring). Administration and support of Novell NetWare Servers and Clients network (IBM OS/2) of the Bank branch offices. Migration of the IBM OS/2 workstations in use at the branch offices to Windows NT 4.0 Workstation. Major achievements:- Due to the successes in the Windows NT 4.0 Migration project, I was awarded with the Cumbre Del Bank Boston.Customer: Bank Boston. Market Segment: Bank.