Matthew Mega Email & Phone Number

Long Island City, New York, Us

• Fleet Programs IT leader, responsible for ensuring operational, commercial, and corporate systems readiness meet critical milestones for new fleet types and European market launches. Oversee multi-million-dollar budget lifecycle management, status reporting, and risk mitigation while directing a cross-functional team of crewmembers and business partners to achieve program objectives. Key Projects: A220, A321LR, & A321XLR fleet inductions.• Leading the Aircraft Changes Foundational Platform to streamline the sources & simplify the modifications needed for new fleet types. Projected saving of up to $1.5M per. This key initiative is on track to support 2025’s strategy.• Managed Crew Communication Tool pilot; proved operational performance improvements resulting in cost reduction.• Product leader driving launch of internal AI chatbots to multiple workgroups; goal is to deliver enterprise-wide tool.• IT liaison for the JetForward Strategy. Focused on delivering to milestones and hitting financial targets.• Revamped the team’s project & program reporting processes & templates, providing criteria recommendations for holding ourselves to disciplined, structured approaches, while coaching & growing in/direct team on process. • Lead for the Data Center Rationalization Program – migration of applications followed by smooth shutdown of former primary & disaster recovery data centers, the latter completing 3 months early & $6M under budget (2018). • Program manage critical Disaster Recovery exercises of e-commerce (booking, payment, & self-service check-in) & system operations products.• Formerly accountable for check-in kiosk hardware support for the enterprise including business partner management as well as all baggage scanner devices.• Delivery of multiple Infrastructure & Facility projects, including 2016 Exchange upgrade, O365 migrations, hardware refreshes, collaboration tools, new airport openings & LGA Terminal Move.

Long Island City, New York, Us

• Led seamless cutover of IT PPM Tool, enabling all IT Crewmembers & Business Partners to transition their project repository, new work requests, and more. Created training materials, change management plan & conducted trainings.• Redesigned and launched InTake process, supporting several product queue programs endorsing 3-Year Plan.• Lead product team and shared service project owners to develop project management expertise through the adoption of the IT PPM Tool, while collaborating with departmental leaders on instituting best practices.• Scope out and lead development of a PMO help desk to support the growing enterprise adoption of Workfront.

Long Island City, New York, Us

• Transformed JetBlue check-in process with highly successful, high profile implementation of Self-Tagging & Self-Bag Drop at SJU & JFK, overseeing new hardware, new software, & new system deployment.• Led 2-year effort to research, evaluate, select and deploy new check-in kiosks; overall $7 million budget.• Deployed iPad tablets to Airport Operations and Baggage Services crewmembers improving the customer experience.• Launched Baggage Reconciliation system & software for Ground Operations to track customers’ baggage. Worked hand in hand with Airports leadership on the strategy and then oversaw deployment to all domestic airports.• Reconfigured critical tools to consume improved data feeds, providing our crewmembers reliable, consistent data.• Led 200,000 square foot addition and integration of FIS/CBP facility to allow for international expansion at JFK T5. • Collaborated with internal matrix partners to identify, recommend, develop, implement and support critical Airport & Inflight technology systems and solutions. Included program management of multiple product areas. • Collaborate with internal sourcing team to establish and hold business partners accountable to their contracted SLAs.• Define and manage product team to develop, maintain, & update product roadmaps within our remit.• Led incident & crisis management tirelessly for all products within remit, covering all 90+ airports. • Trusted to get things done by Senior IT Leadership as well as Airport Operations senior leaders.

Long Island City, New York, Us

Accountable for IT Infrastructure setup for new airport openings and terminal relocations & builds, as well as facility moves/adds/changes with IT components throughout the organization. Oversight of Infrastructure Project Managers for key Operations projects. Team will project manage the process interfacing with IT crewmembers, IT contractors, corporate business partners, and other JetBlue departments such as Corporate Real Estate, Airports, Tech Ops, JetBlue University, and Corporate Security.

Long Island City, New York, Us

• Lead Airports, Inflight, and Onboard IT Products, IT Programs, and IT Fleet Programs.• Provide organizational leadership to shape what the team is working on while empowering Crewmembers, manage talent, drive consistency, understand & size risks, & support financial approval requests to enable work to proceed.• Partner with departmental Directors on tools evaluation & standardization, as well as setting & meeting shared goals.• IT representative for Inflight Innovation Sprints, partnering with JetBlue Ventures.

Broomfield, Colorado, Us

I started at AllNet Communications in 1995 as a Sales Rep and quickly received promotions to Account Rep then Major Account Rep in 1996 as the company simultaneously merged with Frontier Communications. I left the company for 8 months to return in 1998 as Sales Manager. Within 1 year was promoted to General Manager, roughly around the same time that Frontier merged with Global Crossing. Shortly thereafter I moved out of management back to sales as a National Account Manager. I excelled in each position and was always a top producer and earner. Primarily it was door-to-door, business-to-business Data, Telecom, and Internet services sales. My main method of sales generation was cold-call sales and vertical marketing.Along with the majority of the sales force, I was let go from the company in April 2002 shortly after Global Crossing declared Chapter 11 bankruptcy.