Mark Allison Email & Phone Number

Austin, Texas Area

Oversee large, multi-software-factory, global development projects. Manage projects in the Global Sales Marketing and Customer focus organization. Responsible for leading Residual Value Management Phase 3 project.

Austin, Texas Area

Contributed to the Business Operations team by understanding business processes, gathering requirements, identifying potential areas of automation, managing financial forecast, and organizing teams to resolve business issues. Developed policies and processes for procurement, and budgeting and forecast; standardizing processes across business units Led the development of SharePoint tools and work flows to collect and manage forecast informationAggressively managed expense budgeting and forecasting for the IT Operations organization.  Instrumental in the development of web based applications and databases to automate and standardize budgeting and forecasting processes  Developed VBA modules to update Actual spend information in a SharePoint site Managed a rolling forecast for all spend in the organization

Houston, Texas Area

Providing leadership and direction to the IT Infrastructure and Operation (ITIO) organization by understanding business processes, gathering requirements, identifying potential areas of automation, managing financial forecast, and organizing teams to resolve business issues. Developed policies and processes for procurement, asset management, and budgeting and forecast; standardizing processes across business towers Lead the development of SharePoint tools to collect forecast information Provided leadership and oversight for an annual internal auditAggressively managed capital and expense budgeting and forecasting for the IT Infrastructure organization.  Managed an annual budget for the organization in excess of $150 million Managed forecast to a tolerance of one half of 1 percent per quarter, with a 3 year rolling forecast Instrumental in the development of web based applications and databases to automate and standardize budgeting and forecasting processes

Aggressively managed budgeting and forecasting for five Core Infrastructure Services managers and 3 Next Generation Datacenter Managers as well as global remote compute space. The total budget managed for the organization in excess of $70 Million per quarter. The overall budget managed to a tolerance of one half of one percent per quarter, with a 3 year rolling forecast.

Provided leadership and direction to the NGDC Engineering and Operations group by understanding business processes, gathering requirements, identifying potential areas of automation, managing scope, and organizing teams to resolve issues.* Developed policies and processes for the 6 NGDC sites. These policies have been designed to unite the leadership of the 3 zones and resolve the unique issues and concerns encounter during the Data Center Consolidation project.* Contributed to the design of future automated security systems. These systems are being designed to strengthen security and reduce manpower requirements. The systems, once in place, will contribute to the overall efficiency of the NGDC design.* Provided leadership and oversight for an annual internal audit. This audit will test the functionality and consistency of the NGDC policies and processes across the 3 ones.

Provided leadership and direction to the Executive Committee and the staff of the Information Technology, Risk, Finance and Marketing departments by understanding business processes, gathering requirements, identifying potential usability issues, managing scope, and ensuring an appropriate level of network functionality and security.* Developed Business Continuity Plan in preparation for an Office of the Comptroller of the Currency (OCC) Audit. The Developed Business Continuity Plan has been designed to secure the safety of personnel and equipment as well as the continued operation of critical operational functions. * Established Information Security and Information Technology policies and procedures to insure compliance with Gramm-Leach-Bliley Act requirements. To include the redesign of data structures.* Developed and maintained a vendor management program, overseeing local and international vendor relationships. Provided leadership in the development of Service Level Agreements with major vendors, working with each vendor to build the relationship in the process.* Developed and installed Crystal Reports server. Coordinated the transfer of reports developed in PL/SQL and Excel to the newly installed platform, reducing man-hour requirements for weekly business reporting and monitoring by 40%, allowing Risk Finance and Marketing to focus on business development.

Provided leadership and direction to project teams by understanding business processes, gathering requirements, identifying potential usability issues, managing scope, and ensuring an appropriate level of network functionality was maintained.* Project reduced operational cost by making aircraft manuals and service documentation available on the network and through wireless devices. Implemented a $750,000 electronic document management system across 23 Continental sites in the U.S and Latin America. Provided status updates to Continental and EDS executives in weekly meetings. * Reduced operational overhead and lowered facilities cost through consolidation of training facilities. Completed the expansion of the Continental Express training facility, adding the required infrastructure to support 64 additional desktops and phones. Project completed on time and 15% below $600,000 budget.* Completed the renovation of the Continental Express maintenance facility, restructuring the cable plant to reduce equipment and maintenance cost. This project was completed on time and 20% below the $300,000 budget.* Played a key role as the Regional Project Manager for Continental Express, coordinated the installation of telephone and data equipment for 12 gates in Mexico and 15 new gates within the US.

Provided leadership and direction to project teams by understanding business processes, gathering requirements, identifying potential usability issues, managing scope, and ensuring an appropriate level of network functionality was maintained.* Project reduced operational cost by making aircraft manuals and service documentation available on the network and through wireless devices. Implemented a $750,000 electronic document management system across 23 Continental sites in the U.S and Latin America. Provided status updates to Continental and EDS executives in weekly meetings. * Reduced operational overhead and lowered facilities cost through consolidation of training facilities. Completed the expansion of the Continental Express training facility, adding the required infrastructure to support 64 additional desktops and phones. Project completed on time and 15% below $600,000 budget.* Completed the renovation of the Continental Express maintenance facility, restructuring the cable plant to reduce equipment and maintenance cost. This project was completed on time and 20% below the $300,000 budget.* Played a key role as the Regional Project Manager for Continental Express, coordinated the installation of telephone and data equipment for 12 gates in Mexico and 15 new gates within the US.

Improved delivery times and service levels while reducing cost through broad-based management of systems design and development, implementation and support. Strategically and cost effectively utilized technology in alignment with clinic goals. Focused on strategic planning, project management and implementing best practice methodologies and continuous improvement programs. Led team of 6 in testing, analyzing, troubleshooting and reconfiguring servers, desktops and laptops. Responsible for administering, optimizing and supporting LAN/WAN infrastructure. Researched, recommended and implemented new hardware and software into the environment to increase efficiency. Monitored and supported internal network security, including adding/deleting users and shared permissions. Analyzed and resolved network and server connectivity issues. Administered back-up/recovery solution. Provided support to internal users and external clients on all hardware and software issues. Improved information tracking and reducing operating cost by coordinated with Tri-Care and Health Benefits offices at 2 U.S. Air Force bases to develop a database used to track patient information, referral statistics, and historical data.

Improved delivery times and service levels while reducing cost through broad-based management of systems design and development, implementation and support. Strategically and cost effectively utilized technology in alignment with clinic goals. Focused on strategic planning, project management and implementing best practice methodologies and continuous improvement programs. Led team of 6 in testing, analyzing, troubleshooting and reconfiguring servers, desktops and laptops. Responsible for administering, optimizing and supporting LAN/WAN infrastructure. Researched, recommended and implemented new hardware and software into the environment to increase efficiency. Monitored and supported internal network security, including adding/deleting users and shared permissions. Analyzed and resolved network and server connectivity issues. Administered back-up/recovery solution. Provided support to internal users and external clients on all hardware and software issues. Improved information tracking and reducing operating cost by coordinated with Tri-Care and Health Benefits offices at 2 U.S. Air Force bases to develop a database used to track patient information, referral statistics, and historical data.

Served as the initial point of contact for resolution of desktop/workgroup-related problems in 200-user environment. Troubleshoot, research, diagnose, document, and resolve technical issues surrounding Windows 3.1, Windows 95, Windows NT, Novel 4.1, MS Office, e-mail, Internet connections, hardware/peripherals. Installed 2 Microsoft NT 4.0 servers and two SMS 21 CD-ROM Servers while overseeing an upgrade project. Systems operated 4 CD-ROM based research databases. Improved customer service through teaching mini seminars to employees / patrons on Windows 95, Microsoft Office, SIRS research database. Improved customer satisfaction by developing / implementing periodic maintenance plan reducing system down time.

Served as the initial point of contact for resolution of desktop/workgroup-related problems in 200-user environment. Troubleshoot, research, diagnose, document, and resolve technical issues surrounding Windows 3.1, Windows 95, Windows NT, Novel 4.1, MS Office, e-mail, Internet connections, hardware/peripherals. Installed 2 Microsoft NT 4.0 servers and two SMS 21 CD; ROM Servers while overseeing an upgrade project. Systems operated 4 CD-ROM based research databases. Improved customer service through teaching mini seminars to employees / patrons on Windows 95, Microsoft Office, SIRS research database. Improved customer satisfaction by developing / implementing periodic maintenance plan reducing system down time.

Maintenance Scheduling Specialist (Iceland 1990-1992; Germany 1992-1995)Developed Dbase IV database / Microsoft Access programs for Jet Engine Management Office, Spangdahlem Air Base, Germany. Programs automated routine tasks, tracking time change components, flight hours. Providing fast access to vital safety of flight information. Programmed and automated link between Spangdahlem AFB and Tinker AFB, Oklahoma to establish a user-friendly environment.

Developed Dbase IV database / Microsoft Access programs for Jet Engine Management Office, Spangdahlem Air Base, Germany. Programs automated routine tasks, tracking time change components, flight hours. Providing fast access to vital safety of flight information. Programmed and automated link between remote sites; establish a user-friendly environment.

Mba, Business

Bs, Business Management