Singer-songwriter, and publisher. Creator and sole owner of 53 original musical works. Album: God's Songs was released on 5/15/17. The sound specialty is alternative Christian and/or contemporary and Christian gospel. The genre is a fusion of R&B, jazz, blues, soft rock, gospel, easy listening, and incorporates classical symphonic sounds as well.

Directed 2 teams, 31 members, who interfaced with clients, techs, maintained billing revenues of $10–12 million annually. •Improved management and utilization of billing applications, which lead to elimination of lost tickets and revenues.•Oversaw testing, development, and implementation, of 10 billing and ticketing systems for SmartPrint and desktop hardware.•Developed and implemented change control procedures, creating processes, for customer information systems which helped establish more effective client communication and set clear and realistic client expectations.•Implemented new and improved vendor, client and HP web based applications, which lead to the creation of accurate technician work orders, and more accurate vendor billing of project, tech labor hours and units per event.•Effectively managed install and break fix administrative teams which resulted in an increase of monthly projects and end user tickets from 4,500 to 5,500. Break-fix billing entries increased from 6,500 tickets per month to 9,900 tickets per month of revenue. •Stabilized Cost of the workforce. Maintained a 31 member staff who consistently met or exceeded all workflow deadlines during 2 years of exploded volume and revenue growth during this timeframe.•Screened vendor resumes, on boarded, trained and at times released onsite and remote coordinators or event manager staff who worked directly with technicians, interfaced with clients, HP service delivery managers, and JPMC field operations managers.•Kept administrative teams turnover to a minimum, and reduced overtime from 15% to 5%. •Created flexible work schedules which significantly improved staff morale and reduced JPMC IT and real estate expenses.•Enhanced the usage of contingency planning protocols and notification documents which improved operational efficiency. Increased the number of remote access users to support all emergency situations. (Building outages, inclement weather, staffing outages).

Improved overall operations and was an integral catalyst in rebuilding HP and JP Morgan’s relationship. Managed 35 techs that supported high visibility areas in JPMorgan Chase Headquarters at 270 Park Avenue and all surrounding areas to include both campus, and non-campus sites in midtown during contract renegotiations.•Set backups, clear communication, and guidelines for 35 technicians who supported trading floor environments, the CEO, and executive management in all lines of business.•Established aggressive deadlines with techs daily to ensure that all tickets and projects were being worked and closed timely and correctly. The result contributed to a 35% increase in revenue.•Instilled accountability and professionalism throughout the team via mentoring and coaching which improved service level metrics for all ticket and project’s closures. •Enforced application of all corporate Standards of excellence training throughout technical support teams to increase staff awareness which greatly improved client relations.•Generated weekly status reports to all stake holders which showcased an increase of ticket revenue and a decrease in staff overtime from 15% to 7%. Program Director acknowledged improvement within 3months.•Improved daily operations, as JPMC customer base began to consistently submit positive customer satisfaction letters to the technicians, JPMC governance/compliance, and HP senior management. Customer satisfaction and HP’s performance metrics greatly improved.

Successfully delivered this retail project 1 ½ months early and under budget. •Ensured that all US area managers and support teams were alerted in advance, and staged for the successful implementation and delivery of this project. •Held virtual room vetting calls before each states’ refresh, with clear instructions and updates given immediately. Potential and all known risks addressed beforehand.•Established “HP internal only” tech and manager bridge line during weekend refreshes until completion. •Set and distributed technical and managerial escalation points of contact with, and to all stakeholders.•Established managerial and tech backups were established before each refresh in the event of staff outages.•Expedited call center dispatching process, to fill possible lag times in logging and closure process to ensure 2,4, 6 hours service level agreements times were met, immediate ticket status was updated during the refreshes. •Ensured call center updated contract status to reflect high priority for all server types under the refresh project.•Coordinated with U.S. area logistics to ensure adequate number of high failure parts were available in all depot closest to JPMC site locations in the event of emergency. •Updated service delivery managers with the recent change controls procedures to be worked through their technical teams for optimal outcome during weekend refreshes.•Fostered excellent relationships throughout by providing “life of project status” weekly to the client and all stakeholders promptly as each city and states refresh was completed over the weekend.•Instructed U.S. Area directors to give monetary rewards and recognition to delivery managers and technical staff who provided exemplary service during each refresh. This initiative was accepted and proved to garner even more successful refreshes during the project‘s lifecycle until successful completion.

•Created, implemented and updated data entry and data compliance ticketing and billing documents •Managed 14 member vendor staff: Screened, hired, on boarded, trained, mentored or released staff, if performance issues.•Mitigated escalations, wrote post mortems and collaborated daily with JPMC field and HP Service delivery managers. Intervened on vendor staff’s behalf when JPMC client required more clarification.

Multivendor hardware service delivery for both private and public sectors focusing on client based soley within the Wall Street area and within the World Trade Center.

Provided all levels of administrative support for 10 Instructors.