•Implemented new processes that streamlined workflow and automation procedures, resulting in a 70% reduction in IT operation tickets and a notable improvement of 78% in SLA performance.•Achieved a 75% reduction in response time to SEV 1 and 2 tickets by implementing new workflow automations and developing xMatters alerts, ensuring a faster on-call response.•Cultivated and strengthened partnerships between IT and the business by fostering service-centric dialogues, engaging both business and IT stakeholders to promote and deliver exceptional service.•Drove development of IT roadmaps, standards process for Identity and Access Management (IAM) solutions.•Designed and executed business processes and ongoing service enhancements within IT Services, aimed at minimizing adverse business impacts and optimizing revenue generation.•Developed a knowledge base in our Service Management tool and knowledge transfer programs to build and support employee development and succession planning.•Implemented processes and procedures to identify monitoring gaps in customer-facing applications, ensuring proactive problem detection by support teams before customers are impacted.•Developed Known Error solutions within the ITSM Service Desk software tool to assist the helpdesk in resolving issues as part of the Incident Management Process, this resulted into a 40% reduction in all Major Incidents, SEV 1,2 and 3 tickets.•Collaborated with cross-functional teams to conduct root cause analysis of both problem and incident tickets.•Provided status reports on incident tickets with corresponding metrics like Mean Time to Response, Mean Time to Resolve and First Contact Resolve.•Deployed new ITSM Service Desk software to decrease costs and introduced CSAT, Asset/Change/Problem/Incident, and Major Incident management processes as integral components of the Go Live phase.•Implemented and tracked Key Performance Indicators (KPIs) to enhance overall company performance.

• Responsible for Building and developing partnerships across IT and the business by engaging the business and IT to have service centric dialogs to promote and deliver outstanding service.• Designing and implementing business processes and continual service improvements within IT Services to minimize negative business impacts and maximize revenue.• Building knowledge base and knowledge transfer programs to build and support employee development and succession planning.• Established process and procedures to identify monitoring gaps in customer facing applications and ensure problem detection of the support teams before customer detects it.• Create solutions in ITSM Service Desk software tool for helpdesk to solve issues as a part of incident Management Process.• Train team members in ITSM processes (Change/Problem/Incident) of the IT organization and single point of contact for all change related queries for the organizations.• Co-ordinate with cross functional teams to perform root cause analysis of problem /incident tickets.• Create solutions in ITSM Service Desk software for helpdesk to solve issues as a part of incident Management Process.• Provide status reports on incident tickets with corresponding metrics like MTTr/R/FCR.• Initiate, plan and execute CI initiatives for Support team.• Implement new ITSM Service Desk software, to reduce cost and implement CSAT, Asset/Change/Problem/Incident and Major Incident management processes as part of Go Live.• Review monthly customer and staff feedback to improve operational strategies and eliminate obstacles.• Established and monitored KPIs to optimize company performance.• Created an environment of open communication between departments that improved collaboration among teams.• Utilized data analytics techniques to identify areas for improvement.

• Managed vendor relationships and BPOs, analyzed quality metrics and KPIs, identified process gaps, and drove continuous improvements to enhance customer satisfaction.• Established ways-of-working for work intake from key stakeholder teams, organized, defined, prioritized, and delivered work, and developed design and integration documentation to ensure solution delivery.• Reduced Operations ticket count by 40% using Shift-Left and improved SLA by 65% by creating new processes that streamlined workflow process.• Managed vendors' performance, SLAs, and provided timely communications and status reports to business partners.• Managed strategies for the continued planning, scheduling, and coordination of system tests for reliability, scalability, and maintainability and monitored test results to take or assign required corrective action.• Oversaw strategic security relationships between internal resources and external entities, including business partners and vendors, and managed disaster recovery and business continuity plans and procedures.• Managed the North American lifecycle of all Major incidents, Root Cause Analysis, and Problem Management, ensuring processes were followed, coordinating postmortem meetings, and driving service providers to identify root cause, including well-defined corrective/preventative action plans.• Worked as the liaison between Infrastructure and Operation and Engineering teams to drive down high-priority production incidents, focusing on Incident, Root Cause Analysis, and Problem Management, and worked closely with the Security Operation Center, Legal, and Loss Prevention teams to support tier 1 and 2 security incident management.• Produced monthly Production Services metrics to ELTs (Executive Leadership Team) monthly, reduced MTTR (mean time to resolve) for all incident types and reduced Major Incidents tickets by 60%.

• Responsible for managing Global lifecycle of all critical incidents, ensure incident management processes are followed• Managed core team of 12 while leading a Global team of 95 PepsiCo Critical Incident Managers across the US, Latin America, Germany, Ireland, Australia and China for Global processes• Worked with support teams to drive down high priority production incidents by 65% by focusing on Incident and Problem Management.• Managed critical incident technical core teams to drive incident resolution within CORP SLA`s metrics for priority 1 and 2`s. Produce monthly Production Services metrics • Managed weekly and monthly incident metrics reducing recovery times by more than 40% and respond times by 50%• Reduced Priority 1 and 2 North America tickets by 75%. Developed alerts by email, cellphone text and direct calls to support groups for outages• Formed Technology Partnership Meetings with Team Managers, Senior Managers and Directors sharing out Scorecards • Drove productivity initiatives to achieve a 19% increase in savings on a $57M budget across reporting area with zero impact to the business• Created and shared out Period Metric reports in front of Global SLT`s that included Sector VP`s• Delivered Lean Six Sigma overview sessions to ingrain lean thinking and skills within the PepsiCo organization• Delivered 100% performance against applicable SOX controls for Problem Management• Serve as escalations point for Global and Priority 1 outages that includes running SLT outage calls• Foster innovation by working with SMEs, Service Delivery Managers(SDM), and Engineering colleagues to ensure support services stay ahead of business SLA requirements• Manage a diverse team and day-to-day operations of a 24x7x365 Service Management organization

• Responsible for driving, outlining SLA`s and managing VMWare, Windows, Citrix and File Services support documentation.• Responsible for Offshore onboarding documentation outlining expected Support SLA`s. • Managed and approved all Offshore access and support work. • Provided clear roles, responsibility and accountability to INTEL Server Support Team driving career development.· Developed internal team SLA ticket requirements to be ahead of SM7 SLA requirements• Implemented Alarm Point alerting the INTEL Server Support team via email and mobile device when our SM7 bin receive a ticket, this will allow us to respond quickly and keep focus on business support· Drove communication and updates to business partners and application teams informing them of proactive work or possible impact.· Created internal opportunities to better serve BIS customers and promote FTE advancements with in the team.· Drove Window Server Support RCA effectiveness across our technology stacks and verifying authenticity.· Responsible for team laptop budgets, ordering, retiring and returns.· Reduced Hiring Costs by 30%. Implemented a Staffing Methodology which resulted in a 30% reduction in hiring costs, as measured over 12 months from implementation in Q2

• Drove Proactive Infrastructure changes to reduce the number of emergency request changes. • Served as escalation point for VMWare, Citrix, File Servers, Windows and OS2 outages.• Drove customer focus, by being proactive on updating Server firmware, drivers and clean up on servers preventing issues saving customers time by not calling the Help Desk.• Met regularly with cross functional teams to review check listed processes identifying and remediate gaps.• Created a technology Support road map that matches short-term and long-term goals to help meet business SLA`s.• Drove changes with EMS to monitor components that will allow Windows Server Support to react quickly to business impact (ESX hosts, Server drive space, print spoolers and IMA services).• Drove Windows Server Support staff to partner with iCare, Help Desk and Problem Management teams on creating and validating exciting KE solutions to build a solid Enterprise support staff.• Created a Terminal Server build/support for Plant floors where the business had no Terminal Server build/support model. I partnered with Windows Delivery Lead/Manager`s/Solutions Engineer Director and Engineer to outline testing/run book/application owners for SM7 Bin/TSA for site support/iCare on SOP and my team as escalation ownership.• Delivered a healthy laptop and desktop budget by ensuring all laptops are refreshed with HP hardware at a lower period rate.• Coached self-confidence, positive out looks and continued building trust with report`s by spending one-on-one time in an atmosphere of honesty and openness.• Managed training and development opportunities using PepsiCo Performance management processes and PepsiCo learning tools for continuing education.