John Williston Email and Phone Number

Responsible for the creation of a new Enterprise Command Center for the company. The team will be responsible for the operational support of the ITIL functions of Incident, Change and Problem Management. Responsible for the service restoration of all Severity 1 and Severity 2 issues in the production environment, including coordination and direction for both technical and business teams to ensure service restoration as quickly as possible. Communication to all levels of management during the issue, as well as the initial post-mortem once service is restored. The team is also now responsible for the Change and Problem Management oversight for the company. In 2011/2012, I was one of the leaders responsible for the creation of the first Level 1 support Shared Service for Fannie Mae. The service was created and in the same year, we were responsible for transferring the Shared Service to a managed service provider. Direct responsibility for the creation and transferring of all platforms, network and some of the application support to the MSP. Worked with the business, level 2/3 groups, data security, legal, and procurement teams to ensure the successful transition of the Shared Service to the MSP. Had direct responsibility for managing the work and contract for the MSP related to the Level One Shared Service. Work with development and engineering teams on tools, processes, and updates to systems to enhance the work that can be transferred to the Level One Shared Service to provide efficiency and cost effective support. The goal being to automate some of what the Level one Shared Service is performing and then move more work from Level Two to the more cost effective Level One area where it makes sense from a risk and cost perspective. The move to the Managed Service Provider saved $5 Million over the cost to keep in house.

- Manage a team that once consisted of 44 people and were eventually down to 30 people with increased responsibilities - Maintain 99.8% uptime for the customer platform - Added management responsibilities for an Infrastructure Analysis and Engineering team, Client Infrastructure team, Functional Change Coordinator role and a Monitor Management role. - Supported the Automated Underwriting environment during the transition to a new infrastructure setup as well as volumes going from 5,000 transactions a day to over 300,000 transactions a day. This environment included Unix, Windows, Linux, J2EE, and other mixes of platforms - Led the team transition to a 24x7 operation in 1999 including creation of all of the staffing schedules, HR work required to move to new shifts, tools and escalation processes needed for the transition - Helped in the process improvements that lead to operations being involved in the development lifecycle from the early stages, prior to the corporate SDLC process being in place. This was one item that improved application quality and uptime for customers. This included a more rigorous change management approval process that was more involved and formal than the rest of the company. - Helped setup the Operations Team for the Restatement group that was created in 2005 in order to support a 24x7 organization. - Manage the Production Support team that is responsible for escalated call center tickets. - Working with the other managers of the team, created continual process improvements. - Manage the change ticket process and approvals to ensure that there would not be customer impact when changes were being made to the environment. - Managed, along with a director, the initial phase of the internal Software Asset Management inventory system that populates the Remedy CMDB

As an employee of Total Services Solution, I was contracted to work as a Production Support Analyst, and then Production Support Manager at Fannie Mae