As Technical Support Manager within the GSS Premier Services team, I am responsible for managing a team of highly skilled technical support engineers, and ensuring the delivery of superior technical support and service to VMware's customer base.

Pegasus TransTech acquired our business from Xerox in May 2014, creating the largest revenue management service provider serving the trucking industry. As VP of IT, I was responsible for consolidating infrastructure and support for the combined companies, merging IT teams and delivering a consistent user experience throughout the company. Projects included an email migration project (we moved the entire company to O365), and the expansion of our ShoreTel phone system throughout all offices. Teams were merged as well, and processes reviewed and updated to leverage the best of breed for the combined organization. Managed Services was introduced to provide routine monitoring and support for critical infrastructure components. With Xerox, I was also responsible for security, and ensuring compliance with the CISO standards. This included implementing and enforcing policies and procedures to address areas such as user access control, change management, incident and problem management, anti-virus and patch management, and intrusion detection and prevention. I was also accountable for defining and testing business continuity and disaster recovery plans for our business. My responsibilities at Xerox also included management of Software Development and Test, Infrastructure Engineering and Support, IT Service Desk, and Solutions Delivery (Customer Support and Implementations) teams. These teams developed, implemented, and supported integrated ASP and SaaS solutions (mobile and web-based) for the Trucking industry, on highly available, secure, and scalable infrastructure supporting critical 24x7 operations.As Change Manager, I ran the weekly Change Advisory Board meeting, reviewing any planned changes with stakeholders, ensuring comprehensive documentation of the change (including roll-back procedures), identifying communication plans, and scheduling required resources.

In February, 2010, Xerox acquired Affiliated Computer Services in order to grow their business process outsourcing capabilities.As Director, I was responsible for the Application Development & Test, Application and Desktop Support, Infrastructure Engineering and Solution Delivery teams. In this role I acted as liaison between the business / product owners and the IT teams, translating business requirements into technical requirements, and directing the delivery of solutions to business needs. I implemented daily stand-up meetings to ensure that all teams had visibility and were focused on the right priorities each day. I instituted standardized Service Level Objectives for responding to and escalating incidents.During this time, I was responsible for a significant infrastructure build-out and move, as our production operations facility had to move from Wilmington, OH to Louisville, KY. My team designed and oversaw the buildout of a new facility along with the move of the operation. We were able to complete this significant project with minimal customer impact by identifying key touchpoints and managing project milestones.I championed the initiative to adopt the ITIL framework across our IT teams in an effort to drive continual improvement and demonstrate value to the business through measuring key performance metrics. The adoption of new processes for managing incidents, problems, and change was instrumental in measuring and improving our service delivery.In an effort to improve our system monitoring and incident responsiveness, while reducing operational costs, we staffed up an IT Service Desk in Guatemala City, Guatemala. This team was trained on our systems and applications, and owned internal user support and incident management. We implemented Splunk dashboards to search consolidated system logs (supporting compliance audits as well as alerting on errors), and Solarwinds for real-time system, network and application monitoring.

ACS purchased Truckload Management, Inc. in February, 2004 in an effort to strengthen their position as a leading BPO provider to the transportation industry, while broadening their capabilities within the market.I managed a team of 10 software engineers responsible for the development and maintenance of both internal and external applications (client-server and web-based). I was able to improve on-time delivery of development projects by 65% as a result of implementing new processes for estimating and allocating resources. The quality of our releases was also improved as a result of defining and enforcing development standards across the team.

Developed, maintained, and supported business critical applications for voice and data provisioning. Reduced department reliance on contract resources from nearly 75% to less than 7%. Improved quality of systems through implementation and enforcement of processes, including source control, structured project management, and adherence to defined lifecycle methodology. Customer satisfaction rating improved from 50% to 85% in 2001.Notable Accomplishments: - Managed a team of 50 employees and contract resources in project management, application development and operations support. - Managed a budget of $3.3M in 2001, completing all targeted projects within budget. - Worked closely with Business leaders to assess technology solutions to business problems, balancing the needs of the business with those of the IT organization. - Reviewed and assessed COTS applications to replace custom in-house applications. Primary drivers were operational cost reduction and increased functionality. - Established SLAs with customer, and measured and reported on performance. - Participated in planning and execution of organizational restructuring and departmental downsizing as required to meet corporate objectives.

Consulted with companies across a variety of industries to provide Sybase DBA and development expertise to solve business problems. - Designed, developed and implemented a replicated architecture for a high-availability, high transaction rate prepaid phone card system for a local telecommunications company. Managed the development and enhancements of the platform, which would not tolerate down time. - At a major gas pipeline company, designed and implemented a data repository which interfaced with various data sources, ultimately exporting data to a multidimensional database for end users to manipulate. Oversaw the design and implementation of an electronic messaging warehouse, a billing system, and an environmental management system. - Established procedures for the management of the State of Oregon’s Department of Human Resources’ growing Sybase database environment. Designed and developed a process to transfer and validate data from remote sites to a central database on a nightly basis. - Designed a data transfer process for the California Department of Forestry that pulled data nightly from various mainframe data sources and stored the data in a Sybase data warehouse to provide backend OSS query support.

Navigated the organization from an entry-level administrative position to Software Configuration Management and Sybase DBA. Continual career advancement made possible through motivation, self-learning, on the job and vendor training. - Sybase database administrator and technical lead for Database Management and Support team on a large classified DoD project. Designed complex database schema, and developed stored procedures and triggers to support all application database interactions. - Top Secret Clearance issued by Defense Industrial Security Clearance Office (DISCO) / DoD