• Led the Major Incident Management (MIM) team and drove process management using ITIL best practices for reactive root-cause and proactive trend analyses• Drive the Major Incident process, including incident resolution, root cause analysis, and identification of future prevention measures to minimize business impact.• Own and coordinate actions identified within the MIM and incident analysis teams, ensuring timely resolution and implementation of corrective measures.• Facilitate relationships between the Problem Management team and Service Desk teams to identify outage trends and stand in as a resource for weekly problem review board meetings.• Manage relationships between the Problem management team and Service Desk teams when it comes to identifying outage trends and stand in as a resource for weekly problem review board meetings.• Partner with the problem team to conduct post-mortem investigations on all Major incidents and recommend corrective action items.• Analyze root causes, identify known errors, and work with the service desk team to recommend improvement plans and solutions from internal technical teams.• Create support documentation used by Service Desk and Incident analysis teams, ensuring consistency and accuracy of information.• Provide timely and accurate executive and stakeholder communications for SLA-impacting incidents, ensuring all stakeholders are kept informed and up to date.

• Management of Level 2, Pit Stop and End of Lease teams, responsible for the day-to-day activities of the teams providing support escalation, replacement equipment and one on one support for our corporate offices and subsidiaries.• Developed customizable reporting tools and dashboards to generate client, revenue, and internal intelligence reports.• Fostered a productive work environment and optimized morale by recognizing and rewarding actions that best served clients and objectives.• Also responsible for the management of the Disaster Recovery and Service Now (service catalog) teams consistently moving improvement forward for GPC and its subsidiaries to ensure a stable working environment.• Implementation of CMDB, CI's, and the creation and upkeep of the Service Now Service Catalog.• Navigated cross-functional collaboration to deliver sales forecasts and align delivery with objectives and client expectations.• Liaised with the leadership team to support strategic opportunities and align cross-functional resources with delivery.• Assumed full ownership of resources, budgeting, and profit and loss management to support business profitability including right-sizing departments to reduce costs and maximize production.• Cultivated a culture of continuous improvement and innovation to improve efficiency and drive results.• Hired, managed, trained and developed staff, established and monitored goals, conducted performance reviews, and administered salaries for staff.• Established and developed a highly efficient and dependable administrative team by delivering ongoing coaching and motivation and fostering career advancement.• Improved customer satisfaction scores through the application of superior conflict resolution and problem-solving skills.

• Responsible for leading the EUC (end-user computing) and Service desk staff for the day to day activities of both teams, resolved hardware and software problems, improved operations, and provided exceptional client support.• Continuous process improvement to not only improve first call closure on incoming tickets but also for call handling and escalation to internal teams.• Maintained a strong focus on staff development through training and self-paced learning to ensure team member's career goals are prioritized and aligned with the business goals and opportunities.• Brought out of the box thinking to process solve issues and create a "culture of performance” and center of excellence within the department.• Also responsible for managing external vendor relationships (hardware/software and off-shore technical support teams• Drove operational improvements which resulted in savings and improved profit margins.• Created metrics for all teams to ensure submitted tickets are addressed and closed promptly.• Implemented a "customer satisfaction" monthly rating for the teams.• Managed vendor relationships (after-hour support), review/renew vendor contracts and developed process escalation plans and metrics to assure proper support is being provided to our customer base.• Managed critical outages and escalations, and served as client liaison, providing timely summary updates and feedback.

• Coached, and trained technical support teams Tier 1 - Tier 3 managing day to day call center activities. Directly managing a team of 45 technicians which include three team leads, system engineers, and NOC analysts.• Launched initiatives for service delivery programs to sell IT service desk contracts.• Created monthly major incident communication (RFO - Reason for Outage) which would be sent out to our major vendors to determine the root cause of an issue and what steps we would take to eliminate that issue going forward.• Developed weekly/monthly metrics to accurately identify patterns with incoming tickets to develop process plans to address incoming issues and improve first call closure.• Established a staffing process that helped reduced call queue wait time by 70 percent while handling over 2,500 calls per week and averaging 250+ calls per day.• Developed a new staffing schedule to improve the 3rd. Shift coverage and reduce overtime costs by 39 percent.• Worked with the software development team on reported errors and bugs on newly released software and assisted in the deployment of release fixes.• Implemented standards, processes, and systems required to deliver high quality and consistent support for external customers.• Created support documentation that empowered and enabled user community to extend skills, leverage system features and find resolutions to questions without intervention from support team.