ITIL Certified programs, including Project management, consulting, process & procedure creation, audit program setup, other business requirements

Service Governance in Start Up extending to Commercial Customers

Oversee efforts for a Hybrid re-opening of offices and 4500 conference rooms (globally). The new state consolidates legacy tech and adopts the Teams Meeting standard.

wrote and implemented ITIL policies for all IT. Chaired the Change Management Board. Worked with Cross-functional team to ensure all work was tracked in the new ticketing tool. I designed IT Operational reporting and leveraged BI for external facing SLAs and reporting.

Accountable for the largest Global IT Services Supplier, providing Outsourced Services for Server, Network, End User Services, Service Desk, Project Management, Service Management and Cloud support. I leveraged that experience and implemented Supplier Stratification process, Supplier Scorecarding, and Executive Relationship Management across the IT Enterprise strategic suppliers. Engaged with stakeholders and key suppliers to build & operate the department under the CTO/CIO while ensuring leverage of IT suppliers across all businesses within the Enterprise. Additionally, we measured performance to SLA, to contract and to voice of the customer.

I led a diverse group of teams who support the enterprise globally in many areas. From managing five Service Desks globally, Servers, Backup, storage and NOC management, the Enterprise endpoint hardware and standard image, Identity and Access Management, Collaboration and Mobile tools as well as full Service Management, the Textron Infrastructure Operations Team is an excellent group which brought value through new services to the Enterprise and by in-sourcing key technology areas.

Leader in building Bell Infrastructure team to support a transforming business. Working with architects to ensure standards are set and adhered to for ongoing operational goals. Supporting the Office of the CIO in cost savings initiatives, customer service initiatives and normal Operational competencies. •Personally selected by CIO to initiate Customer Service Advocacy initiatives to maintain Best in Class IT support ratings.•Managing Infrastructure & Operations Budget•Leveraging team to implement an IT Landing Page for consolidated views of IT Services, Status and engagement options. •Measuring Operational efficiencies and process gains against implemented changes. •Leading and implementing various cost savings initiatives •Executed a global purchase of SAN to create a multimillion dollar savings program.•Leveraged multiple lines of service to ensure support for multiple sites globally and multiple shifts. •Supported All IT by managing internal IT Communications efforts Special project:Led Infrastructure deliverables while supporting the business during major transformation from mainframe systems to new Integrated software suites. Built processes for net new support needs and leveraged other teams to ensure Infrastructure readiness for Go Live Globally. Working with application teams, managing architect, delivering system sizing and support.•Systems consist of CAMS, Enovia, Kronos, SAP, etc. •Led the Infrastructure requirements while supporting the business during major transformation and implemented infrastructure run & maintain support. •Built processes for net new support avenues and leveraged broader teams to ensure Infrastructure readiness for Go Live Globally. •Leveraging team members from other Infrastructure areas (network, midrange, Backup, Disaster Recovery, end user services, etc.) to ready processes and procedures to support the new application suite.

Directed in-house resources and offshore teams to better support Stanley’s multiple businesses while tightening core component support. Implemented mindset of “the business is my customer” for improved support and service levels.• Implemented Service Operations realignment which provided dedicated Analysts to the business units in conjunction with ITIL V3 practices. • Restructured the requirements of offshore resources to utilize them as the most cost effective resource within their capabilities. This freed internal resources for dedicated business support mentioned above. • Addressed key personnel performance issues to maximize team results. Implemented second shift operations to expand higher level of support and to offset coverage gaps in offshore operations.• Coordinating with global peers to redesign roles and implement support, transition roles and tasks within the framework of ITIL V3 practices. • Expanded outsourced endeavors including Telepresence support, Linux system support and daily Level 1/Level 2 systems and network component support, resulting in budget savings and improved customer service.• Developed and implemented key stakeholder communication plan to notify impacted businesses of changes and of outages/resolution times.

Directed the Acquisition and Integration efforts to migrate the Sonitrol technology, service and support into Stanley’s environment while minimizing impact to daily Operations. • Analyzed Stanley’s technical offerings to identify the appropriate integration points for Sonitrol’s technology.• Reduced headcount to leverage synergy opportunities. • Transitioned end user desktop support to Stanley help desk.

Manager of support teams including Network Operations, Help Desk, Telephony/Call Center, and Security Alarm Monitoring Center. • Built Help Desk Support and Call Center. Created “Help Desk solution center” scripts to enable cross-training and provide consistent service levels to end users• Increased existing Data Center floor space by 100%, implementing new cabling, power, and cooling systems with zero business downtime for state of the art Data Center implementation.• Developed and implemented trouble-shooting manual for Alarm Monitoring Mgmt Team, improving uptime and reducing after hours Help Desk calls by 70%.• Migrated remote users to more robust VPN solution, improving user satisfaction and increasing the use of corporate systems for better collaboration between departments.• Initiated hardware, software, and footprint standards, enabling use of Ghost setup, which reduced hardware setup time by 80%.• Forged key supplier relationships, negotiating consistent discounts and inventory reliability.• Documented complex, multi-step procedures for user creation and termination, providing zero downtime Day 1 experience for new hire (end users) and eliminating security risks for terminations.• Implemented fixed asset inventory and software licensing tracking system to improve license compliance and asset lifecycle/deployment efficiency.• Designed Active Directory organization to support ease of list maintenance and improved email communication flow.• Facilitated office expansion of 6,000 square feet, migrating call center users with zero downtime.