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GM initiated a massive IT insourcing from HP and I was one of four foundational teammembers selected to join the team early to develop the strategy for a new Global Service Desk. - Successfully lead engineering team supporting the insourcing of Service Desk Tools suchas chat, self-help, knowledgebase and remote control in an aggressive 7-month timeline. - Managed global readiness of Service Desk support for the migration of Lotus Notes toOutlook for 140,000 mail clients. - Organized early adopter, beta tests and pilots to help smooth IT delivery projects andadvise stakeholders on methods of reducing impact to end users. - People leader for team working on Agile and Waterfall SDLC projects.

Successfully lead high-impact global IT deployments ensuring people, processes, training, reporting and communication were in place, on time and under budget.- Excelled in ensuring IT staff was properly prepared with training and robust process documentation utilizing comprehensive scenario planning and analysis of pilot data to refine the predicted IT needs of our target user base- General Motors 2011 "Champion of Customer Service" award winner for Windows 7 deployment project team- the first large-scale Win7 deployment at the time covering over 100,000+ hosts globally.- 2011 HP Service Delivery Innovation Challenge contest award winner

Joined the IT Global Service Desk after a new contract had just been signed with challenging new performance metrics and penalties. I was tasked with helping the operations carefully balance the implementation of new technology with lean margins for error.- Successfully prepared operations for deployments such as Windows 7, Office, VPN,mobile and security software. Ensured people, processes, communication, training, andvendor coordination were on time while limiting impact to end user productivity.- Gathered support requirements for new products, assessed effort and worked withoperations and deployment teams to reduce additional staffing needs.

Consulted with financial services client to define requirements, articulated business rule changes to programmers and developed test plans to ensure accurate updates to their mortgage decision system.

Utilized business and technical skills to assess GM dealership IT needs through site surveys and interviews that identified areas of inefficiency and opportunities for additional revenue.- Designed custom solutions followed by installation of new WiFi routers, PCs and training on job-specific applications, increasing employee effectiveness and billable hours by 10%.- Achieved Microsoft Certified Professional designation and ASE Certification in Steering and Suspension to better support the customer's IT and vehicle support needs.

Interviewed IT stakeholders in North America, South America, Dubai, and Europe to identify process gaps and areas of inefficiency.- Built on areas of commonality to streamline and revise over 1000 processes, which resulted in first-time consistency between technical support groups.

Identified an opportunity to increase our Level1 Service Desk resolution rate by consolidating SME knowledge from each team into one "super team".- Created an internal warm transfer process allowing agents to pass the most challenging technical support calls they could not resolve to an SME. This reconfiguration of teams increased resolution rates from 50% to 70% and delighted customers.

Created and implemented a Quality Management System, which streamlined procedures and reduced IT Service Desk agent errors resulting in an ISO 9001 certification on the first audit attempt with KPMG.- Designed a new knowledge management feedback system with proper review and approval of technical documentation ensuring multiple groups in an 1100 person division had a standard flow of work for the first time.- People leader for Quality Auditors and Knowledge Author teams responsible for ongoing organizational audits and updates to online process and technical documentation.

Inherited an account with a very disjointed IT delivery model with consistency and quality issues that were frustrating the customer.- Identified several areas of improvement and pitched stakeholders on a plan to streamline and standardize technical support center service delivery across multiple locations.- These improvements took a very unhappy client who was escalating issues daily to a very happy client who we could now consider a reference.