Led the creation, management, and leadership of the Baker Hughes ITIL Program Office, with a global staff of 12 specialists. Directed the key ITIL process areas of Change, Incident, and Problem Management. Responsible for effectiveness of each process and daily operational engagement with IT teams and internal/external customers, financial management, and vendor relationships.• Change control of all global technical changes - infrastructure and applications - to ensure quick and effective change reviews and adjudication. Ensured Change Management policies and processes were trained and adhered to across the organization. • Managed alerts and critical responses, and facilitated bridge calls for high-risk incidents that could negatively impact the company. Led by alerting leadership, engaging the correct teams to respond, and driving resolution to ensure return of service in the fastest time possible.• Oversaw the on-time delivery of Root Cause Analysis to determine how incidents occurred and how to prevent reoccurrences, including driving improvement measures in technical and process areas. Ensured OLA/SLA adherence.• Instrumental in successful company transition to ServiceNow. Critical upgrade included an integrated platform for IT and HR. Preeminent leader on the project steering committee, making key impactful decisions. • The face of ITIL in representing services and their associated value to organizational leadership in digital technology and product lines. • Lead manager for vendor and supplier relationships for key services. Managed strategic supplier purchase orders and monthly financials for all goods received, ensuring accurate invoicing for products and services.• Recruited, trained, and led a diverse team from five countries. Established a team culture of communication, collaboration, and leadership within a caring environment where coworkers supported each other in work efforts and career growth. A lead voice for diversity in the workforce.

Selected by Baker Hughes - a company with over 60,000 employees and locations in 80 countries - as lead for all global Change Management. Responsible for designing, deploying, and managing all IT Change Management policies and processes; overseeing SAP SOX compliance; ensuring change coordination and reviews; leading all dedicated and ancillary resources; and integrating with other service management processes and vendor services. Key strategist in designing, implementing, and managing ITIL processes and policies.• Led effort to collaborate change management with release management, problem management, and service operations (help desk), increasing proactive solutions for potential impacts from major changes.• Leader for fully integrating strategic partners into ITIL change policy and process, with process compliance as the centerpiece. Strategic partners included IBM, AT&T, Verizon, Xerox, staffing agencies, and others. • Crucial partner with Project Management Office to coordinate formal gate reviews involving all portfolio projects.• Led all efforts on SAP audit compliance for SAP controls, including quarterly internal reviews and external audits. Result: zero findings and full SOX compliance for all SAP controls.• Directed the oversight of audit compliance for testing and change documentation and verification. • Implemented the Change Advisory Board (CAB) and Emergency CAB, ensuring proper review, analysis, and governance of enterprise changes, averaging over 130 attendees. Result: successful analysis and approval of nearly 3,000 changes per year.• Provided several key ITIL Service Management presentations to high-level corporate leadership, strategic partners, and business teams. Result: increased leadership comprehension and support.• Consolidated two divergent change teams into a single integrated team. Result: cut staffing costs by 50% and unified change processes and procedures in support of on-going operations. One go-to place for changes.

Handpicked by senior management to start up and lead a new ITIL department tasked with implementation of processes for change management within MVCI’s Information Resources group. Responsible for creation and implementation of policies and processes in alignment with best practices, customer communications, metric reporting, hiring department resources, and integration with all projects and other service management processes and vendor services. Superlatives include:• Implemented oversight of change communication and tracking of on-time training for projects approaching go-live status. Result: 60% reduction in help desk calls from previous projects.• Director of final project reviews and approvals prior to deployment and subsequent service go-live.• Established an Infrastructure Review Board, combining issue and risk analysis between infrastructure and development teams for the first time. Upshot: reduced uncoordinated change impacts to services.• Formation of Post-Implementation Reviews to secure lessons learned and benchmark best practices, facilitating key improvement discussions between business and IT groups.• Led communication efforts resulting in a cultural change recognizing value of change management, including presentation “road show,” newsletters, and on-demand training sessions.

Created a new Initiative Management Office (PMO), managing oversight of major project planning, resource management, project release coordination, change control, and P/PM process compliance. Responsibilities included customer communications, metric reporting, financial management, and the design, development, and deployment of processes and methodologies supporting program/project management and major change initiatives. • Created and led new organizational IT processes, including: project estimates, IT Review Board (project governance), Project Reviews, Enterprise Project Governance Committee (portfolio management), and Project Change process (scope edits).• Dramatically improved the major project initiatives estimation process, returning high-level feasibility estimates within two weeks at no cost to the customer. Upshot: decreased estimate turn-around times by 75 percent.• Nearly 100% of balanced scorecard measures exceeded targets, including significant improvements in the number of projects completing on time and/or under budget.• One of only a handful of IT departments to deliver under budget for 2006 – doing so by balancing resource shortages with contract augmentation to ensure continued project deliveries against target.• Created a team where none had existed – implementing weekly staff meetings, clearly defined roles and career paths, team building, and quarterly training. Instilled leadership and accountability.