Drive process improvement across 16-person network engineering delivery team to increase ticket production and improve team knowledge base. • Developed team onboarding deck to guide new team members in better understanding startup tasks in a very complex environment.• Created and updated bi-weekly team progress deck showing and tracking increase in ticket production to customer. • Delivered weekly team meetings with guidance and direction to improve customer satisfaction.• Drove quality improvements that increased average team ticket production from 2.6/week up to 3.9/week. • Engaged team members to develop and deliver network training sessions in basic ticket queue management, switching and routing, and F5/A10 load balancers.

Drive ITIL principals and metrics-based accountability with KPI’s into Tier1/2 Network Operations team and deliver white glove customer treatment. • Delivered detailed team Runbook to guide team responses to all levels of customer incidents and outages• Developed and gained agreement on detailed escalation process for NOC to IE’s and to Development Engineering• Developed and delivered weekly NOC metrics to the Senior Director and monthly to the C-Suite.• Initialized Post Incident Response program to review and learn from shortcomings in team response process.• Engaged team members in training around Zendesk/network/voice

Provide Network and Infrastructure consulting leadership to start up technology team and deliver operational materials as team structures and processes come online. • Develop detailed team charter to identify overall future scope of work for team members.• Deliver critical network segregation/segmentation plan for team leadership and gain business buy in to move project forward. • Developed SOW documentation and develop overall project plan for delivery and deployment of network upgrades.• Provided detailed evaluation and recommended changes to Experience Center network and infrastructure capabilities• Onboarded first team manager and set up 90-day plan to test skills and capability to deliver key team project plans, SOW’s and technical reviews

Organize and develop NOC/SOC team members and services in support of federal client monitoring and management requirements. • Grow Tier 2 capability onto existing Tier 1 service structure.• Developed key operational documentation, including onboarding requirements, BCP, CONOPS and Incident Management. • Review and align customer SOP’s to assure overall accuracy in line with current federal requirements and available support tools. • Drive staff training and skills development in AWS and Azure via Cloud Academy.• Took on additional leadership responsibility as Splunk ITSI product manager, guiding clients to utilize enhanced monitoring capabilities.• Assure staff preparedness to utilize JIRA, Nagios, GovDelivery, AWS Console, and Solarwinds.

Dramatically enhanced network team performance in delivery of exceptional customer services for Tier 1 Research Centers, Research Park and residential community. • Delivered time critical network transport capability from Saudi Arabia to Germany for cloud deployment of critical business applications saving $8M over 5 years• Delivered network strategy/roadmap to guide deployment of next-gen research computing laboratory network infrastructure supporting Cray and IBM supercomputing, advanced visualization labs and HPC clusters. • Re-engineered IT teams vertical work silos to facilitate agile delivery capabilities and drive 16% improvement in 5 critical client satisfaction areas• Assessed and restructured team from vertical silos too horizontal ITIL based functional organization with PMP certified project management structure. • Provided critical input and support for deployment of university business applications to SaaS based Cloud environment. • Negotiated critical service enhancing vendor contracts with strict support SLA’s and KPI’s.

Utilize extensive IT knowledge to deliver high quality executive assessments, business analysis, operational reviews, program leadership and execution, eminence papers and briefs for federal, commercial and international clients. Focus areas include enterprise IT Infrastructure, Network, Contact Center, Data Center and Cloud. • Led detailed as-is IT banking assessments allowing FDIC leadership to market troubled banks to competitors saving millions in federal tax dollars.• Delivered critical program plan and detailed Cloud based SaaS financial analysis for Navy SPAWAR data center task force leadership allowing them to continue forward with SECNAV directive to consolidate over 200 disparate data centers.• Provide individual counseling and evaluation to internal team members to drive alignment with firm standards, policies and procedures. Guide overall development and mentoring of new peer members to the firm utilizing corporate buddy program.

Leader of engineering, test and system delivery for Contact Center platforms supporting 17,000 global users across 7 business units.  Delivered data agent transfer solution that reduced operating costs $2M annually while improving customer satisfaction; enhanced customer communications with user-friendly web portal. Led business driven design and deployment of $75M enterprise contact center system which reduced technology footprint by 30% and eliminated ACD system downtime in first 3 years. Deploy leading edge IVR with speech recognition system and speech enabled applications dramatically enhancing customer experience and reduction on downtime

Provide IT leadership and direction for multifaceted 85-person design, PM, deployment and operations team supporting 30,000 end users. • Responsible for $6.8M annual operating budget with $15M annual revenue generation via IT support services for Northwestern Memorial Hospital/RIC.• Developed plan and team to deliver first campus Network Operations Center to provide 24x7x365 operations management for university IT systems.• Contributing member of Big-Ten advanced network design and deployment community supporting efforts such as MREN and Next Generation Internet2.• Successfully initiated merger and restructuring of what had been separate Telecommunications and Network Services teams.

Established departmental policies and procedures, presented technology budget plans to management, led network infrastructure projects, and supported faculty technology committees. • Delivered campus wide fiber and copper infrastructure, network and telecom system to 118 building campus with over 15,000 end users.• Created high energy technology and business services team to deliver best in class services to university clients.• Developed successful long distance services model that generated nearly $2M in new departmental revenue in first year of operation.