Mark Peters Email & Phone Number

Mooresville, Nc, Us

Menlo Park, Ca, Us

Leading a team of data center resources providing people management, leadership, and guidance driving performance improvements across Metas infrastructure platforms. In this role, I manage relationships across peer organizations and regional teams that affect and deliver services, including network operations, facilities/maintenance management, logistics, hardware design, automated tooling, and supply chain operations to maximize technical, processes, and business performance successfully—delivering operational performance and engineering insights managing a hyper-scale server footprint.Establishing best practices for operational reviews and implementing a continual improvement program to move beyond tactical thinking in addressing systemic issues.

San Ramon, Ca, Us

CIO developing the strategy and roadmap to build IT service management (ITIL) and migrate legacy enterprise platforms to the cloud. ORHP is looking to double its home warranty business in the next year requiring substantial changes to business processes and their supporting technologies to grow while maintaining minimal headcount.Leading a team of 30+ Infrastructure, application, and business relationship managers developing, refreshing, and supporting IT services while migrating opening a new call center in North Carolina, supporting the M&A activities required to grow the business, and migrating legacy business systems to a multi-cloud environment.Delivered a 4% improvement in profit margin by renegotiating key business contracts for IT services and optimizing IT staffing. Established strategy for an additional $8 million in savings annually through the redesign of enterprise systems, automation of business processes, and reduction of call center staffing.Established SDWAN across all sites and data centers supporting future cloud migrations and reducing bandwidth costs by 50% over previous MPLS architecture. Closed knowledge gaps while reducing staffing costs by implementing managed services across network services.Working with CEO staff established PMO center of excellence improving on all aspects of project delivery, schedule, business benefit, and cost.Established KPI’s and SLA’s for infrastructure and applications required to drive performance, preventative maintenance, improve mean time to recovery, and reduce overall downtime.

Corning, New York, Us

Reporting to the Head of Global Vendor Management and the CIO, relocated to Corning Corporate headquarters in New York to turnaround a failing Managed Services Provider outsourcing contract. Leads a team of 5 managers overseeing a 5 year, $500M IT MSP contract and working across all IT functions to ensure seamless integration of MSP services utilized for 90% of IT including process automation, application development/integration, operations, data center, global IT infrastructure, cloud services, and supply chain.Resolved severe performance problems 82 sites around the world, all behind schedule with cost overruns and invoice disputes) by completing implementation and operationalizing the contract with much needed financial, technical, service, performance, governance, and vendor management. Worked with the enterprise to define the services they wanted from the vendor and how they should function, then worked with the vendor on who should be doing what and how the services should be run, managed and governed. Negotiated $36M contract savings, improved terms, simplified SLAs, and improved terms. Improved performance on SLAs from 40% to 96%. Laid the foundation for “IT As a Service” with Service Integration and Management to transition from in-house platforms to future-state cloud capabilities with standardization to go across all vendors.

Corning, New York, Us

Reporting to the Global Director of Business Engagement, relocated to Cable Division headquarters in Hickory, NC. Led a global team of 40+ Business Relationship Managers, Programmers, SAP Functional Support, and Site Leaders serving the US-based Hardware and Equipment business and integrating acquired wireless network equipment manufacturers in Singapore, Israel and China into the Corning ecosystem. Partnered with Business Leaders to establish IT road maps for the Division and ensure they aligned with Corning’s Corporate IT strategy. Interfaced between IT shared services, business, and manufacturing operations to build consensus to create and prioritize “demand buckets” for future projects across the portfolio.Structured delivery and engagement plans, ensuring all resources were prioritized across operations and projects; maximizing effectiveness and delivery against project and operational success criteria. Collaborated with Head of Technology and Operations in setting direction and reporting across digital transformation and automation projects. Key contributions:• Travelled globally integrating the SAP supply chains, architecture and manufacturing systems of an acquired manufacturer of complex (100k parts) wireless backbone equipment enabling $1B growth in the business. Created a system for the IT integration of further acquisitions.• As Corning embraced the contract manufacturing model for new “smart” cable products, established a B2B process using E2Open and GXS to onboard new SMB manufacturers and integrate them into the existing supply chain and SAP system to manage all orders for a variety of different products from different producers.

Corning, New York, Us

For the Hardware and Equipment Unit of the Cable Division, relocated to Tamaulipas, Mexico to lead the design and implementation of all IT and Manufacturing technology to support increasing production capacity by ~$4B and staff growing from 2500 to 8500.Worked hand-in-hand with business and manufacturing leaders to consolidate Puerto Rican and Dominican production to Mexico, set up IT in 3 new plants and 2 new warehouses and add production of coated fiber optics cables to the product lineMajor contribution: • Partnered with manufacturing to architect and drive a digital transformation of the highly complex manufacturing process with a new lean Manufacturing Execution System that addressed massive inefficiencies and changed how manufacturing was managed. Won over executives skeptical after a previous MES failure. • Built and led a team of 70 Industrial/Mechanical Engineers, Programmers, Business Analysts, Project Managers, and Quality Assurance staff in Mexico, Poland, the US and Australia with a $32M budget to build the system. Established Steering Committees and Business Engagement, implemented governance and followed Agile principles for the project. • Architected a private cloud platform to control the flow of information in and out of SAP including quality specs, recipes, worker training/certification etc. Programmed interfaces to SAP to have SAP do as many of the processes as possible. The system feeds into SAP Production Planning and ties back to SAP analytics.• Value-stream mapped the data flow through the entire manufacturing process including from order creation through raw materials, manufacturing and warehousing identifying inefficiencies then optimizing the production line and reducing cycle times 20%. • Establish the IoT strategy for collection of the data and entry into the system. Digitized documentation eliminating 95% of paper and storage requirements. Serialized the product allowing for control of the entire manufacturing space.

Corning, New York, Us

Built and lead a team of 30 technical support staff including Network and Server Administrators, Desktop Support and Manufacturing Technology Specialists across 20 Manufacturing and Field Sales sites in the U.S., Mexico, and Dominican Republic supporting 8000 plant, sales and administrative users. Guided this new team through the reorganization from a decentralized support model to centralized IT support services under a single chain of leadership as part of an overall corporate IT strategy to improve technical support and customer service.Standardized processes, configurations, documentation and training enabling the central service desk to resolve more tickets. Traveled to the sites building relationships with local Business Engagement, Manufacturing and Sales leadership. Developed IT services and programs in response to their needs and achieved ISO 2000 certification.