Managed a team of 30 working with the physical infrastructure, servers and storage, virtual environment, legacy virtualization and private and public clouds. Redefined operational and engineering processes and procedures inclusive of the Service Now ticket workflow, service catalogue, architecture review board, and security compliance standards.—IT Strategy—• Reduced go to market and incident resolution time by forming a technology stack architecture review committee (ARC), bridging the software developer and the technology ARC teams, streamlining product deployments.• Ensured the technology stack met PCI and HIPPA security standards and data encryption at rest and in transit by using role-based encryption.• Aligned with FICOs cloud first private and public approach by creating a strategy based on an application centric design and Infrastructure as a Service (IaaS) using vendor agnostic platforms and multiple levels of abstraction.—Technical Solutions Architecture—• Developed and implemented FICO’s IaaS platform by partnering with Rackspace and automation reducing the number of staff required to deliver infrastructure, time to market, and costs. • Completed end to end root cause analysis (RCA) across multiple teams and technologies by taking ownership and driving multiple incident calls to resolution.—Client, Vendor, and Stakeholder Relationships—• 99% cut in the delivery cycle and an 80% incident reduction realized by implementing self-service automation and infrastructure standardization through the build of a single containerization platform for product suite deployment. • Worked with the finance director to develop as method of charge back for storage, virtualization, servers and FICOs internal cloud.• 94% decrease in time to market and a 90% drop in incidents related to physical and virtual infrastructures by selecting vendors resulting in multiple physical and virtualization migrations and consolidation projects.

Systems Engineer III / ArchitectEngineered storage for 35+ global sites in China, Mexico, Brazil, and European countries. Participated in the architecture for all facets of the storage infrastructure. Assessed the infrastructure, documented assets, inventoried the hardware and software, and verified that the appropriate vendor licensing, service, and maintenance contracts existed.—Infrastructure Management—• $1.2 million conserved by evaluating the OnCommand management software infrastructure to discover under-utilization of the current software deployment and applying EMC’s storage resource management.• Created a service catalogue and supportability matrix for the data centers and satellite sites with a defined ordering process that incorporated training for the operational and financial departments.• Hardened the security of switch, storage array, and management software using integration into LDAP and TACACS and removal of all generic and admin accounts. • $500,000 worth of unused storage equipment in the second year of the depreciation cycle identified and re-purposed for the Apple exchange environment including RSA appliance deployment.—Process Improvement—• $2 million conserved in three years by addressing unused infrastructure and software application through the renegotiation of service contracts and the redistribution of hardware infrastructure. • Implemented a global dial home infrastructure and integration into the management console along with naming conventions, standards, build documentation, and storage request procedures. • $1 million saved and a 35% decline in outages attained by reducing resource consumption, defining standards, writing operation guidelines, and collaborating with global operations teams on implementation while identifying redundant deployments, re-claiming infrastructure, and redefining the overall environment.• $600,000 savings potential noted by identifying a de-duplication and data classification project.

At my last role for EMC led a team of seven overseeing the RBS GBM initial .5 Petabytes that grew to more than 1.5 usable PB. Acted as the lead architect and manager, hiring and allocating technical resources on large initiatives. Worked as a senior consultant and technical design authority (TDA) for multiple large / small projects involving both SAN and NAS infrastructures, databases, and performance / management applications. Provided formal training sessions for TDAs, support, and management staff.—Technical Project Management—• Managed the merger of ABN Amro and RBS GBM SAN infrastructures and assimilation of two storage teams and served as the technical project manager at RBS GBM for two data center builds, fit outs, and migrations. • Developed the best practices, operational, and technical documentation used by the RBS GBM storage team to increase the performance, storage capacity, and utilization of the SAN.• Moved 4,000+ hosts without an outage by pioneering the Interoperability Mode and VSANs to migrate RBS GBM and ABN Amro McData Fibre Channel Networks to Cisco and developing best practice / migration guides.—Project Delivery Cycle—• 96% reduction in write latency and a 95% decrease in batch and dump times achieved by conducting a performance review of trading applications based on Oracle databases followed by implementation of the recommendations. allowing a business application, with monetary repercussions, to run within the required parameters. • Trained NAS and performance analysis / resolution for internal and external staff and provided pre-sales support to identify the correct hardware, resources, and effort to deploy a broad spectrum of projects.• Implemented recommendations to improve the stability, resilience, and management of the environment along with procedures for performant file system layouts, and NT to W2K3 AD migration as well as DFS consolidated root implementation and data migration to a refreshed technology.

Responsible for the Administration of the Windows based IT infrastructure that spanned more than 40 sites across 5 states, which included:Upgrade of the Windows based systems from NT to the Windows 2000 family.Integration of the Point of Sale (POS), security and gate systems in to the IT infrastructure providing centralize and consolidated management.Involved in the implementation of the IT infrastructure at sites from the early stages of the building design through to the implementation and deployment of the IT systems.

Responsible for the all IT projects, purchasing and management of the IT infrastructure across five sites with different IT requirements; including;Installation of a network infrastructure in to two 18th century buildings servicing important clientele with a minimum of disruption.Deployment and training of all staff in a Windows based network.Responsible for the upgrade and support of all POS and any IT related services.Windows Administration and management of the SCO UNIX terminal application for front and back office applications.