Richard Myers Email and Phone Number

- Partners with key stakeholders to develop and/or update Information Security Policies and Standards.- Collaborates with management to determine Information Security metrics and manages the collection of Information Security metrics- Researches current technologies to assist in development of the Identity and Access Management tool implementation - Translates and documents business needs into technical requirements and solutions for IAM related metrics, processes, controls, and solutions - Builds and grows a network of partnerships, develops an understanding of formal and informal decision-making processes, and leverages knowledge of functional and cross-functional operations to accomplish work objectives - Defines business and technical requirements for applications that will be included in centralized provisioning processes using enterprise standard technology platforms

Provide overall project support to Enterprise Technology Root Cause and Incident Management (ETRIM) Manager, Incident Categorization Standardization (ICS) Project Manager, and Project Team to ensure project deliverables are met for ICS.-Identify, track and provide recommendations for remediation gaps in project deliverables-Defining and facilitating project training plan with all Enterprise Support teams-Consultant to develop and deliver reporting to support projects-Facilitate communications to all levels within technology groups-Ensure that all documentation provided is precise within operational process guidelines -Lead sub-team and stakeholder groups within analysis and remediation efforts-SharePoint and DB updates/consistency

Directed task delegation and performance management of 5 Project Management professionals, as well as leading internal PMO running 40-50 projects per annum, with mix of ERP, Program, Internal, and IT initiatives. Oversaw project documentation throughout project life cycle. Managed vendor relationships, including SOW and RFP process, and served as IT liaison for 2500 personnel Call Center environment. Generated weekly "pulse" reporting and distributed to Chief Omni-Channel Officer, various business and IT senior leadership, and other IT support stakeholders detailing current environmental issues, statuses, and metrics around weekly volumes for support.Achievements:•Delivered successful Proof of Concept regarding implementation of Remote Contact Center Agents through identification of Agent and IT partner needs, as well as collaborating with stakeholders leveraging solid relationships in delivery within two-week deadline and no funding. •Implemented role based Security Access provisioning, reducing overhead on user and IAM team sides, and slashing necessary time and effort for security access for Contact Center population by partnering with manager peer in Identity Access Management team streamlining and automating Contact Center user base security access provisioning. •Saved $84,600 within first 4 months of implementation of a proper Software licenses process, worked closely with IT and Legal departments, as well as vendors performing monthly audits on licenses and eliminating those not in use.•Generated $414k in savings on software with existing cost of $230 per user, by testing and implementing lower priced, comparable competitor software. •Reclaimed $33k+ worth of headsets, established standardized rules for Contact Center leadership relating to handling of future equipment, and garnered executive buy-in by leading identification of broken process and spearheading implementation of new process regarding headsets.

Led build out of IT transition to production process based on work performed for IT Service Desk within ITIL framework and methodology, with focus on collaborating with Business and IT stakeholders determining gaps in multiple, existing processes for Service Introduction or Release Management. Created standardized process utilizing ITIL framework for all stakeholders including Strategy, Introduction, Knowledge Transfer, Production Readiness, and various other artifacts. Analyzed Critical Success Factors and Key Performance Indicators for progress tracking, incorporated new process into BMC Remedy system utilizing Release Module, and partnered with Enterprise Stage Gating team ensuring inclusion of Service Introduction Strategy into Enterprise process. Achievements:•Streamlined documentation for Service Introduction / Release Management across by identifying key stakeholders and decision makers within Fortune 50 environment, meeting with Business leaders, IT leaders, support teams, communication teams, and testing teams, as well as determining needs from specific project teams regarding necessary information / documentation. •Saved hours of manual data pull and facilitated access to Remedy reports utilizing existing tool by discovering existing ownership of Release Module for BMC Remedy tool, and updating Release Management Module in BMC Remedy. •Established “off phone” team, leading 10 Analysts and 1 Manager performing various 'off phone" work in support of project environment by demonstrating need to improve handling of reporting, quality, knowledge management, and particularly project on-boarding and change management. •Transitioned role of Analyst In-Charge (AIC) into Leader on Duty (LOD) through utilization of documentation creating and streamlining processes into one stop document located within webpage with all documentation links and ability to send out automated communications to leadership in the event of critical issues.

OCC – Network Technician II, Trades Payables (Temporary Employee), RDC 960 – Order Flow, Lumber Associate, and Y2K Compliance (Temporary Employee). Details available upon request.