Richard Tate Email and Phone Number

Provide leadership, vision, direction, architecture and support for IT services, processes and procedures. Facilitated organizational change and transformation from technical silos to services through a project called ITSM 2.0. Implemented ITIL based software and trained IT teams on usage by educating them on how their processes worked within the tools. • Introduced integrated processes and services.• Improved availability and reliability of business services. • Improved ISD and business user experience and increase transparency. • Implemented the technology foundation for ITSM, and service oriented organization. • Integrated tools and realized investment value.• Drove efficiencies and provide foundation for quality improvement through repeatable processes.• Developed an Asset Management vision and roadmap which provided tools and process to rationalize software and hardware costs.• Implemented Asset Management for desktops and servers which provide management for both hardware and software. The benefits are estimated to be over $2million dollars annually and will provide better management and reduce risks.• Provided solution for software rationalization with an estimated value of minimally $1 million per year.• Introduced service level management for services and applications tied to business processes and functions.

Managed a team who provides technical support and administration for all the HP Tool Suite: BSM, RUM, OMw, NNMi, SiteScope, SolarWinds, Release Control, Configuration Management System, Service Manager, Knowledge Manager, Connect IT, Asset Manager, Universal Discover and uCMDB. Other applications are supported as well such as, CA Application Performance Monitoring, CiscoWorks, Arcsight, DMA, WebDev, Dynatrace synthetic transactions. These tools are core to and used all of ISD operations. The tools are the driving aspect of IT Service Management. Another capability of the team is the engineering of system monitoring which supports: infrastructure, applications, Operating Systems, SOA, MQ, Database Server, Web and application servers. Lastly the final capability is providing a service that optimizes the capability of the IT infrastructure, services and supporting organization to deliver sustained and consistent levels of service availability. .• Stabilized operational support tools such as Service Manager, BSM, NNMi and SolarWinds.• Developed a vision for operational excellence to provide services.• Developed a plan to address adoption and implementation issues for HP Tool Suite.• Managed an extensive CMDB effort discovering 8 million CI which provides relational details for operations teams• Provide leadership and direction for an effort to redeploy the HP Tool Suite which will provide full redundancy and recoverability. It will also integrate all the tools with the uCMDB and all the associated relationships. • Introduced Availability Management framework to organization to report and improve availability through improved engineering and designs. • Improved the monitoring and event management which reduced time to respond and number of people required to respond. There was a 37% reduction in time to respond.• Influenced the design of systems through introducing high availability and disaster recoverable systems for monitoring and IT support.

Responsible for and directed of the Software Incident Response team (SWAT) who provided 24/7 Level 2 and 3 application and system support for Navy Federal business operations. This is a high performance application development team of 22 who provides incident and problem management for all internal and online customer facing systems. Currently, over 500+ applications and programs are supported, spanning a wide range of technologies such as COBOL, Assembler, DB2, XML, Java, J2EE, Javascript, Ajax, SOA, Lotus Notes/Domino. The position had the responsible of software fixes and coordination of resolution efforts with Infrastructure teams, Service Desk, Business Relationship Managers and business areas. Primary function was focused on IT service delivery to business areas and members. • Developed and implemented Paris Island application fixes in seven days and supported efforts to automate application process for new recruits. Reduced time required for Branch Operations to complete applications and letters for 500 new recruits.• Managed team effort for the delivery of modifications to calculator algorithms within seven days.• Directed the team on rewriting Mortgage Notepad FYI function within eight days to provide more functionality and increased performance. • Wrote, produced and directed a short film on ISD “Community” for All Hands Meeting in an effort to strengthen organizational sense of community.• Developed enhanced operational checklist for production documentation and integrated efforts with SDLC process to improve operational documentation and consistency in service.• Developed mobile application support model.

Managed a team of 12 professionals and 40+ liaisons supporting a national Business Continuity Program. Ensured business needs are properly captured and addressed across all phases of the business continuity and disaster recovery lifecycle; including business impact analysis, risk assessments, threat identification, plan development, plan maintenance, function exercise/testing and organizational reporting.• Developed and implemented an 18 Month Roadmap to expand and mature the program complete with metrics, scorecards and dashboards. Introduced a divisional maturity model and RPO. • Established a process and procedure for Vendor Business Continuity assessments for critical partners. Provided standardized language for corporate contracts.• Established and successfully tested recovery of critical business processes out of region within a 4 hour RTO leveraging a third party vendor site.• Implemented metrics, scorecards and dashboards to track exercise results. • Instituted a successful Preparedness and H1N1 Pandemic Communications and Awareness program.• Initiated a Business Continuity Governance Committee for oversight and direction setting.• Played a critical role in driving improvements through Disaster Recovery solutions.• Initiated an Innovation program to engage employees and fuel “out of the box” solutions and ideas.

Provided corporate IT production support services while leading the following functions: IT Service Desk, Application Support and Maintenance, Technology Change Management, Vendor Management, and 24/7 IT Operations.• Managed the development and implementation of a federally mandated secure site / application in five (5) days that provided loan information to borrowers (Making Homes Affordable). Brought together a highly effective team and delivered the service on time. Saved the corporation $100K in the first five days. Huge success for corporation. Currently in operation and saves $5.8M per year in resource costs.• Delivered operational HP Openview Software as a Service (SaaS) solution for monitoring Freddie Mac’s Loan Origination system for Wells Fargo within in three (3) months to support $.5 Billion in sales.• Analyzed and recommended actions to reduce the amount of time required for the financial close process by 30% streamlining the processes and automation.• Part of a team implementing an ITIL based service management framework that included service desk, application support, disaster recovery, incident management, problem management, and change management functions that delivered improved services, lower operational costs, and higher quality results.

Directed a team of professionals to provided management, strategic direction, consistency for architecture, design, engineering, for all platforms. Delivered faster, cheaper, and better services across all platforms, Linux, AIX, Solaris, Microsoft /Intel and Web Infrastructure, to support Freddie Mac's business. The team delivered development and production environments. Integration efforts required that all components (hardware, software, and applications) were operationally ready and optimized.• Conceived, managed, developed and implemented automated environment delivery using a combination of BladeLogic and Java application which allowed the development teams to request the building of environments consistently by software stack and on demand. • Directed a matrixed technical team in developing and publishing a 36 Month Technical Roadmap (hardware and software) for all platforms. Out of this planning came a consistent and manageable technical refresh process that could be coordinated and planned with the development teams and business. • Instituted standardized build processes for all platforms, which reduced support costs and allowed for automated patching and provisioning.• Produced consistent virtualization strategy across all platforms to reduce the TCO by $2 million.Other responsibilities were to managed environment delivery service and lab which provided to development teams environment planning, testing environments, image and build automation, integration and performance testing of applications, infrastructure testing and technical support for networking, storage and security. Built environments using the following technologies: WebLogic, webMethods, .Net, SOA, MQ series, Spring, Fuse, Apache, Tomcat, Oracle, Sysbase, IBM TAM, MySQL on Intel (Linux & Windows), IBM AIX, Sun platforms and utilizing SAN/NAS. Project resources numbered 90+ people. Budget responsibility was $9 to 14 million annually and was dependent upon approved projects.

Responsibilities were comprehensive and included: infrastructure design and engineering; application testing; day to day operational support; functional verification; and performance tuning for over 200 applications each varying in complexity. Coordinated and set networking, security, and platform standards. Negotiated contracts and managed vendors. Team consisted of 25 + professionals with budget responsibility of $8 million annually. Technology used was Apache, Tomcat, Redhat, MySQL, IIS, WebLogic, Openview, Nagios, F5, MQ series, EBS, SOA, IBM TAM WebSeal, Google Search appliance to name a few.• Instrumental in the development of short and long range plans that addressed security, capacity, redundancy, stability, expandability, and availability to the Intranet, Extranet and Internet environments. Executive management committed $ 12 million to Infrastructure improvement project over a four year period. Multiyear project was managed and completed on time and under budget. • Mentored and developed a highly technical and motivated team of professionals to support the Web Infrastructure. This team was regarded as the “subject matter experts” in the organization.• Reduced web server software costs by 300% annually by proposing, justifying and implementing Apache, Tomcat, Intel servers and Linux. Solution provided higher performance also.• Developed and streamlined operational processes and procedures using COBIT 4.0 framework. • Managed the development of a request system that tracked sites, configured systems and provided project support.

Primary responsibilities were to provide technical and operational support for Sun, IBM AIX and Intel platforms throughout the enterprise. This effort included: support for all production and development computing; systems integration; design and engineering; hardware and software purchases (including storage); and vendor management. Budget responsibility for $12 million.• Developed consistent and repeatable processes and procedures for Unix and NT system administration. Consolidated servers which reduced costs by 20% in the environment.• Increased and provided availability of 99.95% for three consecutive years for production and development systems while supporting 50% growth in loan origination business.• Provided performance analysis and tuning specific for development teams for hardware and storage.• Proposed, developed and negotiated service level agreements for hardware support of applications.• Facilitated efficiencies through contract and coordinated vendor management such as reducing Sun Microsystems maintenance costs by ten (10) percent annually ($400,000).• Consolidated Financial Databases for performance, redundancy and faster data access which was the initial concept of Data Marts for the Finance Division. • Developed, recommended and implemented a hardware design for an Analytical Computing Environment for financial modeling to support SAS applications, Portfolio Evaluation and Default Capitalization analyses which reduced run times from days to hours.

Responsible for operational management Freddie Mac’s internal and external data network infrastructure which consisted of Cisco routers and switches and HP Openview. Primary concerns were with network planning and support of new application initiatives to ensure network capacity and performance in support of 6000 workstations and 500 + servers. Responsible for project which delivered initial access to the Internet for Freddie Mac by implementing TCP/IP and browsers for all workstations in the corporation. Also delivered a fully redundant regional router design to support critical business requirements and reduced annual operational costs by $150K. Coordinated security and penetration testing. Did data capture and packet analysis.

Managed and coordinated in the development of the University's and hospital’s voice and data networks that involved administration, operation, problem identification, engineering and design. The TCP/IP based data network was a distributed 1000+ node network used by administrative, academic and medical personnel. Some of the technology implemented was as follows: Ethernet, Cisco routers, Novell LANs, FDDI, Client-Server computing and (2) CTI systems. Accountable for the management and security of Internet connectivity for the University which included the main campus and three remote campuses. Responsible for management of System Administrators, Data Network Administrators, Network Engineering and Help Desk functions. Additional responsible for University Telecommunications monthly billing efforts, long distance, voice and data connectivity, cellular telephones, and paging systems. This included management, support of the applications and databases associated with the systems and all service contracts.

Responsible for the management and leadership of the voice and data network engineering staff whose tasks are developing implementation and technical plans for equipment and network services; providing technical solutions for corporate telecommunications problems; and network analysis considering costs and performance. Accountable for project and systems planning; project management and implementation; developing long term telecommunications strategies; monitoring changes in the industry; and projecting industry technology trends. Responsible for Fiber Optic node installations, cable plant design, routing of both voice and data traffic. In addition, managed a team providing day-to-day nationwide voice and data network operations throughout the United States. Responsible for Information System department communications budget which totaled over $7 million. Managed Unix servers and applications in support of trouble ticketing and bill paying. Managed both Union and non-Union employees.

Project Manager for three major GSA contracts to delivery requirements for voice and data network designs, engineering documents and implementation plans.