As is the case with most management roles, many hats tend to be worn. For the most part I lead a team of seven principal engineers overseeing our enterprise-wide transition from infrastructure monitoring to application performance monitoring. The team analyzed, designed, implemented, improved and controlled critical enterprise systems through development of KPIs, reporting and data analysis to influence design decisions. I cultivate relationships across internal and external units to set expectation and manage risk to deliver valued business outcomes.

While with IBM, I established and managed the ITIL framework and processes for large enterprise accounts and evaluated existing processes to support organization design and structure to support continuous improvement. A large portion of my responsibilities also involved coordinating daily service management operations while collaborating with stakeholders to address issues and meet customer expectations. I also guided over 400 individual contributors managing quality of service, and I implemented Get Well plans to improve services. Lastly, I served as process owner to develop performance metrics so that my team and I could optimize productivity and outcomes.