Primary focus is on priority one incidents that have the potential to impact the General Ledger – the financial backbone of our firm, I led a team of 9 Incident Manager ensuring alignment with key performance indicators (KPIs) along with our incident management SLAs • Developed Incident, Problem and Change standards that are still in use today, which has over 1K+ applications and 10K+ servers • Triage, analyze, drive, escalate, communicate and mitigate high severity incidents impacting infrastructure, applications, personal or facilities • Led incident calls (including Cyber and Regulatory) with impacted parties, resolvers and vendors through to mitigation/resolution using reference data and analytical playbooks • Provided risk management, scalable and key performance indicators, governance, risk/controls (Regulatory) to meet or exceed business objectives • Incident integration from a vendor product called HP Service Manager into another product called Service Now which was on time firmwide. • Collaboration with application development and cyber teams along with vendors, product management, architecture, change management and security teams to troubleshooting on-going priority one incidents • Validate and communicate high-priority incidents to various businesses, stake holders and senior management

Primary focus was on priority one incidents that could impact trading floors around the globe which would include Start of Day (SOD) calls on Sundays to numerous calls during the business day and watching crisis event unfolding on the news to see if these would impact the investment banking business, these crisis events would include but not limited to hurricanes, snowstorms, tornadoes, etc. etc. • Helped to develop the incident management standards that are still in use today firm-wide • Exhibited expert knowledge of the CIB incident management processes and policies • Sustained a working relationship with Business Operations, Resiliency, Risk Management and Technology Support teams to form a network of valuable resources • Maintain knowledge of infrastructure, monitoring methodologies and critical applications • Triage, correlate and disseminate information to make quick decisions based on impacts or potential impacts from an incident based on the details provided • Led Management and Business focused calls to determine impacts, escalations and next steps for critical issues • Capability to work in a disciplined manner and to remain composed under pressure against tight deadlines • Played a pivotal role in integrating Washington Mutual (Wamu) and Bear Stearns systems into JPMorgan Chase, ranging from managing conference calls with hundreds of technical staff and the business and also to provide executive leadership email communication updates to triaging incident calls • Over 100 Priority One Incidents per month were worked on, these incidents range from urgent issues to be resolved within 1 hour or more complexed issues that span several days

InfraGard is a partnership between the Federal Bureau of Investigation (FBI) and members of the private sector for the protection of U.S. Critical Infrastructure. Through seamless collaboration, InfraGard connects owners and operators within critical infrastructure to the FBI, to provide education, information sharing, networking, and workshops on emerging technologies and threats. InfraGard’s membership includes business executives, entrepreneurs, lawyers, security personnel, military and government officials, IT professionals, academia and state and local law enforcement — dedicated to contributing industry — specific insight and advancing national security.

As a dedicated infrastructure architect, my primary focus centered on the Rates area within Investment Banking, I meticulously crafted infrastructure plans and designed robust architecture for numerous applications, these applications span critical functions, including trading, risk management and financial analytics• Provided Infrastructure Plan and built architecture for 39+ applications • Performed several migrations of EOL (End Of Life) servers to more robust up-to-date servers • Performed Building and Data Center migrations as JPMC’s foot space was leased and not up for renewal, these data center exist include such locations as but not limited to 55 Water Street, Somerset NJ, 60 & 75 Wall Street • Infrastructure Resiliency Project consisted of placing 900+ servers on a monthly reboot schedule to enhance system and ensured optimal performance, reduced accumulated technical debt, migrated potential risks and minimize downtime• Another project that I worked on that was called ART (Application Rationalization and Transition) consisted of meticulously assessed over 10K servers used by the Investment banking area, these servers were no-longer being actively utilized and were systematically decommissioned this streamlined our infrastructure, improved resource allocation and reduced our operational overheard costs

As a dedicated third-level support engineer, my primary focus resolved around ensuring the smooth operation of IVBM AS/400 midrange systems (IBMi), which would include but not limited to expert engineering support for 22 AS/400 systems within the Northeast area, these systems were critical to various business functions from trading support, logistics and operations Provided engineering support for 22 AS/400 systems within the Northeast area • Actively performed system upgrades from an O/S and hardware perspectives, ensuring that these systems were up-to-date was essential for performance, security and compliance • Evaluated all hardware, software and communications equipment to be purchased or leased • Converted IBM tape drive backup hardware to Storage Tech tape drives for all of the AS/400 servers • Contract negotiations with various vendors, these contracts covered hardware procurement, software license and ongoing maintenance agreements • Migrating all 22 AS/400 systems in the Northeast area over to the UK for a consolidation project aimed at centralizing resources, improving efficiency, and achieving cost savings • Collaborated closely with internal departments and external vendors to ensure solutions were delivered on time and within Service Level Agreements (SLAs) and resolving incidents or implementing changes and the timely delivery was crucial to business continuity• Managed and delivered projects from conception to delivery and within budget this would include planning, resource allocation, risk assessment and stakeholder communications