Don Holton Email and Phone Number

Major Incident Management Lead directing eight-member Americas team. Senior Lead for all Priority 1 Major Incidents, Postmortem discussions, RCA's, training, and Process Improvement activities. • Improved team internal SLA performance by reducing the average time to respond to OMC engagement requests by over 50%. • Improved overall Major Incident Mean Time to Resolve (MTTR) performance by 50% through implementing new Incident Management processes and team training.• Created a ServiceNow CMDB dashboard and Criticality validation process which greatly reduced the time required for Major Incident Mangers to determine incident priority. • Developed and implemented a War Room model for OMC team engagement and issue tracking used for multiple high visibility IT divestiture projects.

Problem Management for DTS North America. Management of all Major DE North America Home/Business Problem tickets, RCA's, and Continuous Improvement efforts. • Reduced aging Problem tickets by 50% through enhanced Root Cause Analysis procedure and rigor. • Managed multiple Continuous Improvement efforts which produced several new Knowledge Base (KB) articles, technical procedures, and communication plans. • Created a new Problem engagement process to improve alignment with DE North America Home and Business Service Delivery Management.

Incident and Problem Management, Change and Release Management.I create create and execute the processes that drive successful results!

Major Incident and Problem Management for Technical Operations Management group. I managed all Major Incidents and Problem tickets, led all Root Cause Analysis efforts, and drove all Process Improvement tasks through completion. • Implemented enhanced incident response procedures which improved Major and Critical Incident performance by over 50%. • Reduced the backlog of aging Problem tickets by 75% by creating improved Problem review and communication procedures and associated performance reporting Dashboards.• Created and implemented the first structured Root Cause Analysis and Problem Report publishing procedure used by the Technical Operations group.

I performed Release and Deployment management of Mission Critical and Entity Essential applications for the United States Public Sector (USPS) separation project. I received and analyzed all applications for infrastructure, knowledge management, and supported team readiness prior to their release into the production environment. Some of the many duties I performed:• Hosting application migration plan meetings to identify development, infrastructure, and support requirements prior to release creation and approval. • Creation of critical application release artifacts such as Knowledge Management articles and support Runbooks.• Ensuring support readiness by performing assignment group assessments and arranging appropriate application training. • Supporting the Change Management team managing communication plans, outage scheduling, and ensuring adherence to the migration project schedule.

Between Jobs Ministry (BJM) is a free, Christ-centered support ministry of NorthWest Bible Church, open to all job seekers. We provide encouragement, information, networking assistance, spiritual guidance, and training sessions for those seeking their next position. The goal of the Job Search Work Team is to help the members "land" a new job by promoting accountability, providing support, and sharing job search best practices. My role is to lead the team by providing orientation to new members, determining the team agenda, and facilitating our weekly meetings.

I was responsible for the creation, management, and implementation of IT Audit Action closure plans for Shell Supplier Delivery Management (SDM) End User Computing (EUC). I also reviewed and updated associated Critical Service Level documentation and processes for Shell EUC suppliers. My typical duties included: • Creation and management of post-audit action closure plans to drive compliance with Shell Information Risk Management (IRM) policy and SANS 20 controls. • Risk analysis for current performance measurement and reporting processes and collaboration with IRM to remediate or create Risk Acceptance documents as required. • Reviewed current SDM Critical Service Levels (CSL) and vendor KPI’s to ensure that they are fit for purpose and coordinated updates with global vendor SDM teams.• Gathered evidence and created audit action closure cases for presentation to Shell Audit Advisory Team and CIO.

I provided comprehensive IT support for all Gulf of Mexico and Worldwide Drilling assets as a Business Analyst, Project Manager, and Critical Systems Custodian, regularly bridging multiple disciplines and teams in order to enable successful results. * I was the liaison between the Industrial Network, Business Network, and Information Security teams which enabled the creation of BHP’s first Industrial Networks Cyber-security standard. * Automated multiple critical data flows between offshore Process Control Networks and office users which cut data wait times by 80%.* I created Critical System Performance Standards, maintenance plans, and work instructions. Performed monthly health checks and annual audits on multiple safety-critical systems which received special recognition from Production Unit Manager for system audit performance.* I reduced the backlog of Critical System Annual Audit Reports by 100% in my first year as a Critical Control System Custodian. * I developed a migration plan and model for the the Gulf of Mexico offshore server upgrade project which saved $130,000 in hardware and installation costs.

Managed all phases of global IT infrastructure projects including feasibility, statements of work, scoping, proposal development, design, and implementation in areas such as data management, LAN upgrades, and server refresh activities. • Developed proposals and managed project teams for infrastructure upgrades and enterprise software deployments in remote locations both on and offshore in the USA, UK, Australia, and Pakistan.

I was the project coordinator, technical lead, and SME in offshore and remote site support for BHP Billiton's Gulf of Mexico assets. I provided technical design and documentation, testing, project coordination, and installation of multiple business and production systems.• Lead all IT startup and commissioning activities, installed all desktop and server infrastructure, and performed UAT for BHP Billiton’s Shenzi Manifold K (Marco Polo), Neptune, and Shenzi offshore platforms along with their associated onshore project offices.

Directed a team of seven desktop technicians providing 3rd level support and project resourcing for a highly diversified client with global operations in Petroleum Exploration, Mining, and Commodity Marketing. Provided team leadership, training, performance appraisals, and incident escalations. • Managed the desktop project team and designed the pre-migration, deployment, and aftercare strategies for a 400 user SOE upgrade project.• Created training materials and performed client classroom training sessions on email best practices and remote desktop solution such as RAS, VPN, and Citrix.