Patrick Monan Email & Phone Number

Bothell, Washington, United States

As the Senior Manage within End User Support, I lead the Partner Services Team. This team provides oversight and management of outsourced technology support, coordination, and optimization of EUS projects, Telephony Support (Retail and RBO) and end user asset management for Care and Retail.• Vendor oversight and optimization (Prosys, Connection, CompuCom, Convergent, SCI, Apple, Vology, Ingenico, IPC, QBSI, XMedius, PrinterOn, Equitrac, etc.). Annual spend; $27M • EUS Implementation Management (Retail BoH Refresh, Care RTW, Yellow Stack Installation, Retail Store Turn-up Quality, Trifecta, etc.). Project budgets from $50K to over $3M. • Reporting of key retail KPI related to key support partners and Retail Mobility (Retail Mobility Dashboard) • Asset lifecycle management for TCU & Operations, Care Community Roles and Retail computers. • Management of print enterprise-wide; includes daily B/F, fleet optimization/modernization, print security, reporting with annual spend of $8M. Consolidated support to single vendor reducing print cost by 35% and holding future print budgets flat for over 3 years.

Bothell, Wa

Responsible for the management of IT needs for all T-Mobile end users located in Retail, Call Centers and Regional Business Offices. Also includes the management of multiple contracted services with national support partners.

Project Manager assigned to a lead the development and deployment of an Engineering Enterprise Process, Tool and Training Infrastructure which delivers best in class engineering capabilities across the broad spectrum of Boeing product lines. Transitioned development team from the traditional waterfall development methodology to an Agile/ SCRUM based approach. Utilized the AD&S model as well as Engineering System Playbooks to ensure development compliance and maximum team efficiency. Participated in the creation/execution of User Interface Test Plans designed to provide application feedback for future enhancements. Acted as point of contact for BCDE users in resolving application issues and collecting improvement opportunities. Acted as SCRUM Master for the team

Kent, Wa

Coordinate and implement cross functional projects that resolve specific areas of concern within the program. Provide program oversight regarding process improvement to ensure program exceeds VSP Productivity Targets. Weekly interaction with Senior Program Leadership regarding improvement projects. Oversee and provide mentoring to various project leads ensuring project plans are created and maintained in accordance with accepted project management principles. Chair AEW&C Program Process Council. Report to and interact with Site Process Council to facilitate site-wide process compliance. Work closely with ASW&ISR Lean office to accelerate adoption of Lean principles on the program. Participate in various program audit activities, including tier-1 supplier audits.

Provided technical and business leadership for Service Delivery Engineering (SDE) organization. Directed all phases of software development projects from inception through completion and acted as primary contact to meet project objectives. Applied knowledge of systems integration, scope definition and control, activity and cost estimating, time and cost management, quality management, performance reporting, risk management, and procurement. Established processes for software development, infrastructure deployment, and supporting activities. Assumed primary role in the estimation and analysis of requested software features, utilizing both parametric and engineering estimating. Prepared and presented summaries before governing boards.

Supervised a department of Integration Engineers entrusted with integrating new customers or system entities with TCS services. Resolved integration roadblocks and facilitate resolution of customer issues during implementation and integration. Managed integration of new services into production network. Responsible for the customer care of one of TCS largest VoIP providers balancing company recourse constraints against an extremely aggressive customer implementation schedule.

Responsible for multiple strategic projects across several business offerings (Wireless E9-1-1, HPDE, & VoIP). Oversaw software implementations for multiple hosted offerings involving 4 internal departments and numerous external customers. Facilitated the development of revised business processes to support complex software integration and notification requirements. Established project management standards for company-wide use based on best practices and lessons learned from earlier implementations. Created new change management procedures reducing maintenance window issues/failures. Managed the construction and relocation of the Network Operations Center (24x7 facility) without disruption of service.

Responsible for the management of over 18 company facilities/leases throughout the United States and Canada. Coordinated the addition of company space in Canada and San Francisco, CA, as well as negotiating lease termination clauses and sublease agreements. Coordinated asset liquidation in abandoned spaces in California, Washington, Kansas and Georgia. Developed and maintained relationships with various real estate companies to accelerate subleasing of unused property. Lead project manager for the construction of new, 135,000 square foot corporate headquarters in Seattle, WA. Managed daily facility responsibilities for Seattle office.

Responsibilities included design, bidding and construction/contractor management of distribution warehouses across the United States, each with an IT budget in excess of $1,000,000. Specific responsibilities included: design preparation and engineering, procurement and verification of IT related components, IT construction management, telecommunication infrastructure, resolving conflicting contractor scheduling, controlling costs and an adherence to accelerated schedules and inflexible deadlines. Managed 3rd party construction vendors directly ensuring schedule and cost adherence. Resolved communication gaps between the IT and Facilities groups resulting in less design rework and lowered cost. Recognized need to create architectural and design documentation in-house and completed AutoCAD training. As a result, became central point for design and release of AutoCAD drawings for IT resulting in improved design turnaround times between Homegrocer and numerous sub-contractors.