Ian Sweeney Email & Phone Number

Seattle, Washington, United States

I am building out and implementing the SRE model and roles within F5, helping the company's ITE organization become stronger, faster, and better!

Responsible for the operation and implementation of all IT and Production systems as well as Change, Incident, and Problem Management. Results: Created 80% reduction in customer facing incidents and impact in 6 months through data driven incident command and follow-up.Managed DevOps, IT, and SRE Teams as a central platform across all business units.Managed globally distributed team based in India, Belarus, Spain, New York, Dallas, and Seattle Owner of Technical Excellence program, resulting in a 40% increase in deployment velocity by standardizing tools ,processes, and compliance.Owned and operated SOC2 Typer II program and enabled company to onboard clients faster with less security concerns.Reduced overall AWS Spend by a run rate of $1.2m (of $3.1m total spend) by implementing single data retention policies and removing redundant systems and outdated metyhods (EC2 —> K8S/Lambda)Owned and negotiated all technology spend company widefor IT, also resulting in a $650k/year CAPEX reduction.

Seattle, Washington, United States

Responsible for all technology happiness across both Corporate and Production spaces.

Greater Seattle Area

My role is to execute the Technology vision to continually improve how the company works. I currently Lead a team of ~30 and drive Technology strategy across the entire company. I am the owner of technology infrastructure & operations across all aspects of Marchex's business. Accountable for the Strategy, Costs, Security, Governance & Compliance of all IT Services both Production and Corporate. What I'm currently working on:Drive and define a balance between our legacy investments and new product investments. Rethinking how we manage, implement, and use existing on-prem vs cloud solutions via modern Kubernetes and deployment pipeline implementations.Ongoing planning of the IT Roadmap, annual budget and outputs with Finance based on Revenue, resource and operation plan and executing on it, including offshore resources.I am the owner for the entire company regarding 24x7 Incident Management, Capacity Planning/Resourcing, Change Management, and Iterative Improvement Processes.Especially proud of:1) Creating a hiring pool from our 24x7 Operations Center to higher level positions in the company. Of 18 people to be hired into the Ops Center, only 2 still work there, but only 1 has left the company. <15 people promoted to Engineering Teams.>2) Tight relationships with our Business Stakeholders and C-Level teams. Able to quickly adjust for audience.3) Build processes that involve all business units with buy-in for Security, Client Management, business output monitoring, several data center migrations, and day to day management of many products at various stages of their lifecycle with 100%+ uptime for the last 18 months.4) Day to day ownership of any issues related to failures or bugs in systems and code.

Seattle Wa

IT Service Management departments at Marchex. This includes Business Engineering Support, the 24x7 Service Operations Center (Incident Response Team), and Desktop Support for the company of ~450 employees.Since starting this role I have unified Incident engagement/communication and problem/risk analysis across the company. This involves joining together disparate Business and Technology Teams to run the Technology Services as a partner with our Business units. I report to the VP of Engineering, and am responsible for ensuring any incidents are detected, engaged upon, and repaired within strict SLAs. Additionally I am responsible for the processes across all of Product and Engineering related to Incident, Problem, and Change Management. This includes analyzing and driving repair of incidents to drive down Repeat Root Cause through inclusive retrospective processes. Additionally, I report to the Executive team on both technical and business impact as it relates to user impacts and outages.Another role that I manage is the Business Engineering Support Team - tasked with deep-dive investigation into bugs, feature gaps, and pipeline inefficiencies. This would be any investigation which is not an outage, but rather impacts and/or fulfillment requests for single customers and/or issues due to lack of features/code. We have grown the teams' scope from 1 product supported to many product areas across the company in 2 years with no additional costs.. Last, I and my Management Team run the company Desktop Support Service. This is important as getting our internal customers the tools to work more efficiently together and with our clients allows us to be able to drive success. I set many of these processes up myself along with my management team and truly enjoy the ability to work across IT/Business teams for the betterment of our customers, and drive employees to grow and become more than just themselves.

• Was a leader in bringing together disparate Incident and Problem Management processes across all Microsoft Ads Divisions. This included the merging of Display (AQuantive) & Bing Advertising units.• Yahoo Partnership - Was primary stakeholder for construction and sustainability of Incident/Problem Management processes between Yahoo and Bing Advertising.• Partnered closely with Deployment Teams and Leadership to ensure accurate and actionable Risk Assessments were executed to proactively prevent risk to the Online Service through Change to code or systems.• Successfully merged People/Processes/Tools across disparate systems for Incident and Problem Management into actionable and reproducible processes for Incident Handling and KPI tracking. • Hosted weekly executive reviews of Production Incidents and Post Mortem improvements in Prevention, Detection, and Mitigation practices.• Ensured through sustainable practices that impact was understood and practical lessons were learned to drive improvement in the health the Service Portfolio. • Brought disparate and often times competing teams together through data and timely analysis. Results have been a 36% reduction in all Incidents/Requests, 40% reduction in Major Client Impacting Incidents, and 90% compliance against incident detection and mitigation timeline OLAs.

Seattle Wa

• Was primary leader accountable for bringing together both IT and Business Support to ensure our systems represented the best possible uptime, reliability, and crisis management. Fostered a strong environment of communication and accountability between these groups. • Ensured my teams addressed issues, mitigated risk, formulated and negotiated safe and timely change schedules, and determined/limited scope of impact of downtime.• Manager of Managers for the 24x7 AQuantive Operations Center. Through my direction this team handled approximately 50,000 alerts a month and 700-800 incidents across a large portfolio of products. The largest Product, the Atlas AdServing system, handles and logs approximately 500,000 queries per second (13 billion per day) with an uptime of > 99.99%.• Worked with Product Management Teams to ensure solid and workable action plans for support of new releases related to both monitoring/support and customer satisfaction. • My team and I drove improvements in the product through structured Problem Analysis – creating an efficient and well prioritized process to drive improvements into the SDLC and subsequent releases. • Accountable for critical processes related to IT Operations regarding SOX policy and auditing including Security, Monitoring, and Process compliance.• Implemented budgetary plans to drive fiscal responsibility around Ops Center Monitoring and growth.• Directed Design and implementation of a company-wide Support ticketing solution & knowledge database.

Seattle Wa

• Tactical Team lead for the Atlas Network Operations Center. Provided 24x7 support and escalation services to the organization for all Corporate and Production products.• Through my team, we created and implemented sustainable processes and training guidelines for the team, to ensure minimal training time with optimal effectiveness, and to provide additional training, leading to increased turnover of current employees to higher positions within the company.• Drove an on-going, intensive improvement program to increase the trust and responsibilities of the NOC from a simple front-line helpdesk to Systems Administrators with full production access to all critical systems. • Created Server Build processes and drove consistency within datacenters through these processes to reduce risk.