Lead technology projects across enterprise of 300 employees across two locations, involving technology / network upgrades, communication and cloud-based consolidation, service provider restructuring and decommissioning of aging technical infrastructure.Select Accomplishments:• Executed data center move including 15 servers in one month with zero adverse impact to production systems. Consolidated virtual data center servers to Azure platforms reducing processing time and enabling rapid capacity management of security, stability and availability for continued organizational growth.• Transitioned organization from Azure AD to Microsoft 365, allowing for projected operational savings of up to 30% by outsourcing software support and maintenance and transition from SaaS to PaaS. Transition resulting in improved resolution times, system stability and availability as well as updated, scalable enterprise infrastructure and architecture. • Cut IT resolution time by 75% over three months through implementing integrated service desk dashboard, monitoring and reporting platform providing real-time data to IT team. • Transitioned service desk from single-source provider to multiple MSPs including infrastructure, network, network operations center displays and dashboards. Managed up to three managed service providers (MSPs) to provide 24x7 365 integrated service desk support, network and security.• Enhanced call center analytics and reporting resulting in 30% improvement in call handling over first 45 days and 50% improvement over first three months upon implementing new cloud-based technology for 50-person call center, transitioning from Cisco platform to cloud-based SaaS solution within three weeks enabling call-handling from any location.

Led business analysis, program/project management, web development, transition services and production support division for national patient support service provider overseeing five managers, 85+ team members and $6 million budget. Implemented client-focused, custom solutions for 4,000+ associate users. Created long-term strategies to enrich enterprise business systems, integrating and modernizing IT operations and implementing continuous improvement processes to optimize service delivery, quality, and system availability. Select Accomplishments:• Delivered annual operational savings of $3.5 million by implementing continuous improvement procedures that boosted development and support efficiencies and quality, eliminated production defects and reduced testing costs by 25%.• Enabled increased software release rate by 400% over six months by implementing proactive project management organization (PMO), integrating IT organization into sales support and early-stage operations project launch activities to improve project planning, financing and on-time delivery.• Reduced software release production impacts by 75% over six months by refining code quality review process resulting in reduced testing defects and lowered defect resolution costs.• Slashed average defects per release by 30% within three months while decreasing design and test costs by 25%.• Improved service desk service level agreement (SLA) attainment from 55% to 99% per month over six months by implementing process to identify and prioritize recurring issues.• Cut average service desk tickets per month by 50%+ and average resolution time from six days to less than one by implementing structured root cause analysis process.• Maintained annual attrition rate of 3% or less over six years, the lowest in organization to date.

Oversaw quality assurance for all College Board programs such as SAT, AP, CLEP, Readistep and PSAT, with 10M+ global test takers annually. Spearheaded new strategy development and execution, transforming from reactive to proactive approach through implementation of ISO9001-2008 quality management systems (QMS), supported by automation, integrated business process management and root cause analysis.Select Accomplishments:• Delivered $325,000+ in annual cost savings and increased team capacity by 20% by implementing continuous improvement processes and controls while maintaining current staffing levels.• Generated 45% reduction in post go-live production impacts through designing impact analysis process supporting productions chain management and new project deployment.• Identified and eliminated root cause of service delivery interruptions by introducing structured root cause analysis process, standardizing problem-solving across value chain operations.