Richard Wright Email & Phone Number

Tacoma, WA

The Woodlands, Texas, United States

• 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.
• 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.
• 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.
• 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.

Houston, Texas Area

• 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.
• 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.

• 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.
• 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.
• 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.
• 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.