Michael Harris Email & Phone Number

Washington, Dc, Us

New York, Ny, Us

Similar position, new job title.Migrated > 30M customers to next-generation architecture: Analyzed customer data, designed data migration approach leveraging OAUTH2.0 tokens to securely transfer authentication information. Designed AWS-based reporting, monitoring, and verification capabilities using RedShift and Athena for data management, Kinesis streams for event handling, and Cloudwatch for observability. Reduced annual AWS spend by 25% through auto-scaling, containerization, and optimizing data retention and backup policies.

New York, Ny, Us

Hands on technology leader who architected, designed, and built SiriusXM's identity management (Identity and Access Management) systems that supports authentication and authorization for SiriusXM's > 30M customers, >10,000 workforce users, and > 12M vehicles (non-human identities / IoT devices); handling over 200,000 transactions per minute at peak load. Launched major business partnerships with Amazon, Google, Roku, and others. Key stakeholder and contributor to SiriusXM's launch of 360L next generation satellite radio equipped vehicles. Designed SiriusXM's security model for electric vehicles. Rearchitected platform from on-premise servers to AWS-based solution using a near 100% ECS Fargate containerization strategy. Identity and Security expert. Builder of high performing teams. Reviews and adapts to every-changing risks. Delivers functionality to meet business needs on an aggressive timeline in a highly competitive industry. Architects solutions that scale. Owns SLAs and continuously drives towards meeting higher availability targets.

Boca Raton, Florida, Us

Most senior IT leader reporting into the Chief Financial officer for Blackboard, a ~$700M private-equity backed software and services leader in the education space. Came into the organization as a change-agent to improve IT alignment and delivery.Responsible for all IT functions and systems including enterprise software (Oracle ERP, Peoplesoft, Salesforce, PROS CPQ, email), physical infrastructure (office/desktop technology, twelve data centers, two call centers, and various networks). Managed >$30M annual spend -- after identifying and eliminating $3M/yr in unnecessary or wasteful spend -- and a team of over 120 professionals. Also responsible for the program management office and its team of technical and functional program/project managers.Interfaced with C-level colleagues to identify their department's needs and adjusted IT initiatives to meet requirements. My colleagues identified a major uptime/availability deficiency with IT systems, and I worked to reorganize my team into competency centers and empowered my team to meet aggressive SLA targets. Integrated four acquisitions into corporate structure (including merging various Salesforce instances), transitioned email from on-premise to Office365, and successfully converted from on-premise Peoplesoft ERP to Oracle Cloud Financials. Also responsible for business process improvements and compliance including leading SOX and PCI compliance efforts -- implementing controls, compensating controls, and processes. Created internal security organization to respond to incidents and meet compliance requirements. Defined business-continuity plan. Reorganized internal development into Agile teams, improved time-to-market and reduced work-in-progress.

New York, Ny, Us

As an IT Operations director, I managed a low-8 digit budget with ~100 professionals, took 7 digits of costs out of the business while improving key performance indicators -- system availability, time to outage resolution, first-call resolution, (reducing) staff overtime, etc. I sponsored and implemented a database and storage re-platforming project that dramatically improved database availability and performance while reducing licensing costs. I'm particularly proud of my team's improvements in process automation and system performance -- we collapsed a 3 week month-end close process into a 18 hour month-end close process (allowing our business teams to see and adjust to financials in a more timely manner) and reducing a 36-hour large-day batch cycle to 8 hours, improving cash flow and customer responsiveness, both efforts achieved through continuous improvement and efficiency gains, not with CAPEX spend or increased OPEX costs.As a software engineering director, I established a new development organization to service-enable our enterprise, led the software selection and purchase process, established the development standards and processes, currently lead the development effort, and am managing the transition from dev to production.As an Senior IT leader, I hired managers and mentored new directors -- helping my employees transition from being team leads to being managers, or from being managers to being directors. I shifted resources from Asia to the Nearshore to drive improved value, improve alignment with business objects (by improving communication between IT and business units), and reduced employee turnover (ended employee overnight conference calls with Asia).As a strategist, I continuously look for areas to deliver business value, and seek that value faster, cheaper, and better than previous efforts. This includes being laser focused on the goals and supporting our business in choosing the correct targets.