Joe Westover Email & Phone Number

Chantilly, Va, Us

Chantilly, Virginia, United States

Chantilly, Virginia, United States

-Chief of Staff for CCO in all functional customer centric areas-Lead efforts to improve and iterate improvements for all customer related activities-Lead ARIN programs and initiatives to include/but not limited to elections, policy, grant and fellowship programs-identify and define KPIs and reporting for CCO accountability-Set customer experience and strategy for the organization

Washington D.C. Metro Area

Founding Member of Hacking Quality-Provide collaboration opportunities and open discussion for like minded professionals interested in improving quality of processes -Advocate the continual improvement of an organization’s capabilities by identifying waste and improving operational efficiencies thru better process and data -Enable others to realize the ability to quickly and iteratively discover process based gaps, process execution data and/or lessons learned that can be corrected or applied to other areas of an organization.-Champion the focus on identifying value add and non value-add process along with associated cycle and wait times to drive and quantify both customer experience and internal ROI improvements within your organization.

Washington D.C. Metro Area

Consultant for Stuph Software (client consultation role)-Developed and formalized the Investor Engagement Process to more effectively engage potential purchasers of shares and/or warrants offered by Stuph on a private placement basis-Identify and provide support for potential purchasers of shares and/or warrants offered by Stuph on a private placement basis-Provide consultation and support regarding all facets of financial and business planning -Provide professional advice supporting industry best practices and compliance measurements of corporate governance, related board of director effectiveness and principles of risk management-Provide professional consultation, strategic direction and framework recommendations for company Operations Planning and Support Service Lines-Defined and developed an Operational Support Framework spanning all business units-Defined the Operational Support Framework to include Service Management (ITIL), Policy and Process, Standards and Compliance, and Knowledge Management and Training-Developed and driving all Process and Data Tracking tools for Investor Relations funding engagements

Herndon, Va

-Provided participative leadership and drove safe & compliant operations, via a strong understanding of company objectives; delivered strategic and tactical solutions, impacting operational readiness and service deliveries-Remained a pivotal member of the Operational Support Group, facilitating problem resolutions through program management, solutions development, and process innovations-Employed standard methods to ensure project success, identified business needs for decision support data, and strengthened people, process, and technology for optimized results-Succeeded in leading consultant teams to devise Operational Readiness framework, policies and procedures to streamline inventory deficiencies, along with related processes-Pioneered the design and implementation of the Operational Readiness Program, while measuring effectiveness and standardizing processes via advisory services for process improvements, compliance & auditing procedures-Advocated new Device Modeling Standards, while building consensus via audit & compliance methods and reports; enabled leaders to gain insight into critical business areas and achieve visual data discoveries via metrics-Collaborated cross-functionally and interdepartmentally to optimize processes while executing ancillary audits, data mining, vendor management, process improvements, streamlining operations and identifying metric points-Developed EXPO Workflow Prototype, identifying a new network device or any change within the network, while adhering to inventory & fault management standards, operating within the Device Modeling Standards-Successfully realized a 44% increase in required inventory fields, including 20 New required inventory attributes, empowering organizational readiness

Herndon, Va

-Demonstrated leadership and advisory excellence in assisting organizations with solving critical performance issues; created and enhanced value propositions, maximized technology capabilities, and improved business performance-Consulted the VP of Network Operations to build the department’s technology capabilities via strengthening all aspects of processes and quality; evaluated NOC performances, leveraging standard statistical methods-Directed and steered NOC Video Outage Performance Management Audit Program, emphasizing on auditing best practices; cultivated trusted relationships with stakeholders at all levels within the program-Introduced in-depth and insightful reporting technology and best-in-class education and training opportunities, building a metrics-driven culture, to evaluate Network Operations Center performances-Produced Service Availability vs. historical Customer Experience metrics, shifting management’s focus on effective, efficient and timely service deliveries-Dramatically reduced errors of Video NOC managed outages, picturing exact status of service availability - Drove Video Outage Ticketing inaccuracy rates down 58%-NOC Operations Audit and Compliance Assessment – Proposed refinements in 8 distinct Management Improvement Areas, impacting Ticketing Processes as well as Engineering and NOC Groups Outage resolution interactions

Herndon, Va

-Collaborated with the management team defining company’s future IT strategy, encompassing formal standardized processes and capturing/adopting dramatic improvements in NOC Operational business unit capabilities-Built consensus over implementing a formalized eLearning team supporting the NOC organization, and promoting enterprise-wide adoption of incident, change, and problem management technology solutions-Governed enterprise ticketing steering body operations, along with NOC’s BMC Remedy ticketing system functionality improvements; optimized support to service management policies (incident/change/problem)-Facilitated process development activities, and improved areas in the Remedy Ticketing systems by identifying compliance issues, through Change Quality Program & Methodology-Dramatically turned around and enhanced skills of Process Expert teams in ‘Capability Areas’, boosting NOC “process based” deliverables, and earning management satisfaction feedbac-Formalized Service Management policy, process, job aids and eLearning training resources; developed materials for Incident & Change Management quality programs-Delivered value-added support to overnight change maintenance windows, through implementing a 2nd shift change management staffing model-Drove daily CAB (Change Control Board) activities and associated de-confliction processes to successful execution

Mclean, Va

-Administered leadership to the team and developed a culture of continuous improvement, tracking key metrics and risk factors within Booz Allen business unit-Supported the Broadband Technology Opportunities Program (BTOP) from inception to success and led an individual team with assigned grants which were evaluated for both technical and financial feasibility & standards-Evaluated the BTOP applications for critical gaps, and recommended corrective measures, while producing insightful analytics to enable decision making regarding Broadband Infrastructure for final grants-Delivered a comprehensive OPM IT infrastructure cost report for the Office of Personnel Management (OPM) CIO Office, using industry specific Gartner data-Aided systems integration projects at the Federal Aviation Administration (FAA); assisted with strategic telecom infrastructure planning – organization; earned multi-year FAA contract for superior project delivery

Herndon, Va

-Provided leadership to a team of 15+ engineers to drive organizational projects, promote process engineering efforts, and manage quality control activities for an IP COE (Center of Excellence)-Administered a 30M+ annual budget process, and established continuous strategic planning cycle, and mitigated risks-Performed a critical role in reviewing, authorizing, and auditing internal projects, while enabling the organization to benefit from emerging technologies-Enforced and validated compliance with corporate quality assurance programs, implemented quality improvements and drove quality control and standardization within the Network Services group-Collaborated cross-functionally with corporate quality teams, and adhered to Tata Business Excellence Model (TBEM) (Malcolm Baldridge principles), supporting annual quality reviews

Herndon, Va

Chantilly, Va

Reston, Va