Mark Wiley Email & Phone Number

Indianapolis, Indiana, Us

Indianapolis, In, Us

• Championed the introduction of a new information technology service management (ITSM) platform, ServiceNow—led the selection process of the tool and the vendor to implement the tool (2-year project).•Collaborated and enhanced relationships with senior leadership by conducting regular one-on-one meetings to 1) share pertinent information about the Service Desk and 2) collect feedback that drove actions and improvement. •Created a multi-year technology and operations roadmap that created new capabilities, enhanced existing capabilities, and included continuous improvement opportunities. This led to the establishment of personal development and skills plans for each team member.•Presented service level agreement (SLA) reporting and trend analysis to IT and executive leadership on a monthly basis•Implemented the processes, procedures, and tool related to the Configuration Management Standards. •Selected to be a member of the cross-functional Guiding Principles team to help create a culture of collaboration, transparency, trust, inclusion, and empowerment to all levels of the organization. •Defined and implemented enhancements related to Script Management governance to improve the controls, automation, and reporting for the utilization of operational scripts supporting the bank’s systems and infrastructure.•Introduced VDI as the compute model and delivered on the build-out of the client/desktop infrastructure for the new Business Resumption Center.•Implemented a set of metrics—tracked each month—to benchmark the performance and service delivery and enhance the transparency and functioning of each team. •Improved the median time to resolve incidents from 10 hours to 1 hour and the average resolution time for incidents from 4 days to 2 days.•Led a team of 16 engineers, service desk/desktop support, user provisioning analysts, administrators, and managers to have higher customer satisfaction than the previous year (4.93 vs. 4.81 on a 5-point scale).

Indianapolis, Indiana, Us

Responsibilities: •Recruit, develop, and direct team of up to 21 system engineers, virtualization engineers, and administrators. •Active Directory, SharePoint, BizTalk, TeleHealth, Exchange, application virtualization (Citrix and App V), enterprise printing and faxing, ITSM support toolset and SCCM covering 35,000+ devices. •Forecast capital and operational expenses. •Set annual, quarterly, and monthly strategy. •Work closely with stakeholders to define projects and resolve production issues. •Monthly report on team effort KPI. Percentage of time spent on run-the-business, enhancements and projects. •Defined roles and responsibilities for each team member.•Track team performance and meet goals.Accomplishments:•Exceeded expectations on the Windows XP to Windows 7 project by upgrading more computers (15,000) than were in scope (12,000) while delivering on time and on budget. •Process Owner for the Performance Management of the computing environment Rapid Improvement Event (RIE). Provided a cost savings of $1.7 million over 2 years.•Led a team of 21 engineers, architects and administrators to have a higher customer satisfaction than the IS average customer satisfaction score. 4.88 vs. 4.82 on a 5-point scale. •Used monthly KPI’s to bring visibility and transparency to the performance of the team. This lead to proactive measures being taken to reduce risks and prevent service disruptions.•Use of Six Sigma failure mode and effects process to identify and work towards reducing risks to the services we provide. •The team was consistently above the customer SLA goal. 2016 goal was 95% and the team reached 98.75%.•Developed support models and operational behavior for technologies. This allowed for each team member to understand what was expected of them and allowed those outside of the team to understand how we would provide support. •Beat expectations for perfect days (goal is 358 days) for each Tier 1 system. 363 perfect days for 2016.

Bannockburn, Illinois, Us

Responsibilities:•Recruited, developed, and directed team of 15 managers, administrators and engineers covering infrastructure, production control, site support, and telecom. •Work closely with call center management to ensure the appropriate technology was in place to support the fluctuations of a call center. •Directed current projects (Agile/Scrum) and project portfolio. •Worked closely with business stakeholders to define projects and resolve production issues. •Ensured compliance for SAS70/SSAE 16 audit. Responded to customer IT audits. •Planned and led team to conduct DR tests. •Defined roles and responsibilities for each team member. •Managed and forecasted capital expense. Set annual, quarterly, and monthly strategy. Accomplishments:•Used monthly KPI’s to bring visibility and transparency to the performance of the team. This lead to proactive measures being taken to reduce risks and prevent service disruptions. •Used Service Desk/Desktop Support related KPI’s to monitor the resolution of issues. i.e. First Call Resolution, response time, location, resolver groups, etc.•Initiated power KPI’s to ensure continuous delivery of power to key components. •Conducted quarterly DR tests to ensure continuity of key systems. This was an organizational metric.•Co-championed information security program initiative for entire organization. •Developed security incident response plan.•Successfully outsourced help desk to bring reduction in costs (5K/month) and provide better elasticity in support needs. •Worked closely with the business to identify contingency plans in the event that the contact center grew beyond capacity.•Used Six Sigma’s failure mode and effects analysis to identify risks and create mitigating projects/tasks. •Move portion of the infrastructure to cloud provider to offer reliability and DR for a line of business.

Responsibilities:•Led team of consultants to provide infrastructure services for managed services customers.•Directed staffing, training, cost control, and customer relations. •Held responsibility for availability of services to clients as well as provided resources to meet demands of customers.•Created and implemented performance/capacity metric system. •Oversaw project management for internal/client projects. •Managed hardware and software refresh/upgrade cycles. •Created and managed budget and financial performance for group. Responsible for $1,000,000.•Performed contract management and negotiations for managed services and customers.•Held budget and financial responsibilities for Haverstick and customers.Accomplishments•Repeated ability to work with clients and turn an engagement into longer engagements. Took at two-week assignment and turned it into 3 years. A 15-month assignment was turned into 33 months.•Took over the management of infrastructure services for a client. Regained their confidence in Haverstick’s delivery and retained an $850,000 annual customer.•Served on team of consultants that built modern and world-class data center from ground-up. Planned physical layout, heating/cooling, and power consumption. Implemented Active Directory, installed Microsoft Systems Configuration Manager, oversaw desktop rollout process, led Patch Management/implementation, and implemented Microsoft Exchange.•Led initiative to modernize/consolidate and virtualize Windows/Linux-based environment, reducing capital expenditures and providing scalable and on-demand environment. Increase system availability from 95% to 99.9%.•Worked with an automotive manufacturer to perform domain consolidation and email migrations into a single forest.•Led a team of 20+ contractors to perform domain migrations, email migration, server/network/PC refresh for a nationwide company covering 86 locations.

Bethesda, Md, Us

Bachelor, Management

Education record