Ron Walters Email and Phone Number

Member of the Governance Team and PMO hired to refine ITSM practices.

• Service Level Agreement development for Cross Functional Services included developing TxDOT’s Performance Measurement Program and drafting SLA specifications for a commercial outsourcing agreement• Provide business requirements to TxDOTNow System Admins which is TxDOT’s customized instance of ServiceNow and aide in the development and testing of metrics reporting• Contribute business requirements and assist Process Analysts in the development of standardized practices and procedures• Provide technical expertise in the training of resources• Business Analyst on Networking Data Storage Cleanup efforts and Server Consolidation/Virtualization projects

Global Service Level Manager - Estée LauderManaged Services Sector - Global Outsourcing Services Global Enterprise Service ManagementJune 2011 – December 2012• Engaged as Account Program Management Office (APMO) team member on the Governance and Reporting Project to help improve auditing practices of SLA reporting on the infrastructure contract• Negotiated changes and significantly improved the ELC Infrastructure Performance Measurement Guide to help strengthen client relationship• Drafted SLA specifications to thoroughly document reporting practices and audit steps• Continually monitor, influence, and improve to drive correct ITIL based business behaviors and to ensure SLA attainment• Ensure ELC Performance Reporting for both Infrastructure and Applications is created and posted to the Governance Repository each month • Lead SLA development for Applications Services through transition and now support under run and maintain for ELC Applications Services which included writing the ELC’s Applications Performance Measurement Guide and drafting SLA specifications • Mentor two India based Service Level Managers for Infrastructure and Applications• Provide support to the development of Business Services Management (BSM) a reporting tool which is a BMC product for Global Enterprise Service Management which includes defining requirements, capturing client feedback, testing, and SME support in relation to ELC’s Remedy data• Participate in (internal to CSC) Daily Service Reviews and coordinated monthly SLA Meetings with Service Delivery • Host the SLA Validation Meetings with ELC Service Performance Measurement and helped establish the process around these client reviews• Travel as needed to New York for client meetings

Transition Measurement Specialist - Account Performance MeasurementGlobal Outsourcing Services/Group Program Office Management Global Process Innovation & Quality ExcellenceDecember 2009 – June 2011• Deployed Customer Performance Appraisal Review (CPAR) Survey on Zurich ISP• Deployed Customer Performance Appraisal Review (CPAR) Survey on Carefusion• Working with the client, set up Performance Measurement Reporting on New York Stock Exchange (NYSE) Desktop Services utilizing client’s service desk tool called Service Now and wrote NYSE Desktop Services Performance Measurement Guide, and created reporting templates• Lead Account Performance Measurement deployment on the VF Services, Inc. infrastructure transition. Created initial Contractual Reporting Matrix, collected information for SLA definitions and drafted initial PMG, deployed Customer Performance Appraisal Review, Voice of the Client, provided implementation project status reporting• Negotiated and established the Relationship Scorecard on VF Services, Inc., and presented to VF Services Inc. during Governance Workshop • Provided Run and Maintain Monthly SLA Reporting for Xerox Compute Metrics • Completed MSS Performance Management Process Role Based Training - Metrics Analyst • Performed GIPM Testing on Release 5.33 March 2010 (Catalyst Knowledge Center MSS Documentation)• Drafted initial PoP materials for MSS Change and Release Management Procedures for CSC’s MSS Global Integrated Process Model (GIPM) and drafted initial version of the MSS GIPM Contractual Reporting Procedure

Business Analyst – BHP Billiton Global Outsourcing Services/Technology Management GroupMay 2009 – December 2009• Performed data analysis functions building user profiles for the Dynamic Desktop GOE/MOE installation• Identified costly gaps between the vendor written Verdasys Digital Guardian Design Specification and the client's original business requirements to ensure delivery met expectations• Contributed to the test plan for the Verdasys Digital Guardian implementation project• Provided data analysis support for BHP1 Messaging Project • Participated in client discussions sometimes requiring business travel to client site• Completed Global Resource Management (GRM) Demand Initiator Training

Lead Workflow Analyst (SECO Service Center) – Global Process Governance and Collaboration Service Enablement and Control Organization (SECO)/Applications Services Division September 2000- August 2004• Business Process Owner for the Service Request Management identified as Subject Matter Expert (SME) and active member of the World Sourcing Manager (WSM) Release Control Board • Participated in the defining business requirements, specification review, testing, and deployment of changes to procedures and tools used in Demand Management, which contributed in World Sourcing achievement of SEI CMMI Level III in July 2005• Directly responsible for the successful implementation of Service Control operations on 57 ASD/TMG accounts across North America and coordinated the implementation of highly complex workflow management processes for transitioning accounts • Provided workflow direction on implementation into our EMEA and Asian markets including provided remote training of Workflow Managers in India • Upheld highest standards representing the SECO/Service Definition and Deployment Process Group providing expert analysis, recommending best practice procedures, and collaborating with other team members • Maintained accurate Application Catalog entries for multiple business areas and trained other Workflow Managers in proper documentation procedures to successfully reduce contractual risks. • Validated Work Authorization documentation, and provided periodic auditing of various business units for compliance (Division Level Compliance Auditing)• Other duties performed were training newly assigned workflow personnel, Project Managers, and Dispatchers and continued to mentor in a lead capacity. Throughout the term of the role, continued to facilitate improvements of the Service Request Queue to meet the complex needs of multiple clients

Metrics Analyst – Project Management Office (PMO) DelphiGlobal Outsourcing Services/Technology Management Group September 2007 – May 2009• Created Operational Reporting for Type 2 Project performance reviews, managed clean up actions while hosting calls with Service Delivery Teams• Internal Business Process Subject Matter Expert directing account team through established repeatable processes (CSC’s Global Process Framework) and tool usage toward SEI CMMI Level III compliance• Trainer for Global Teams on Work Intake – Tools, Roles, and Procedures• Successfully established Baseline structure in Type 1 area for Maintenance, Minor Enhancement, and Client Management support on newly transitioned account to effectively measure burn rates • Collaborated as part of a team to successfully maintain data integrity, improve and ensure achievement of contractual Service Level Agreements, Operational Base Measures Reporting, Project Reporting which utilized EPMO, PERFORMA, World Sourcing Manager (Novient and SRM) and CSC-RM • Assisted Program and Project Managers in Project Close Down for effective metrics data capture • Active participating member of the CSC_Delphi CCRB as SME in CSC-RM and WSM

Resourcing Professional – Global Sourcing Manager/Capacity Planning & Utilization/Service CenterGlobal Transformation Solutions/Technology Management GroupSeptember 2004 – September 2007• Managed the Workforce Profile optimizing resource utilization of approximately 300-500 North American information technology resources • Effectively managed resource planning & re-allocation in over 8 World Sourcing Delivery Centers and Competency Groups by regularly identifying and assigning skilled resources to meet our Client’s business needs• Facilitated Sourcing Strategy meetings with project teams, hiring managers and recruiters to clarify position requirements, properly align stakeholder expectations, discuss future needs, and establish projected start dates • Focused on continual process improvement and championed through implementation • Effective team member (1 of 2) who managed end-to-end Reduction-in-Force (RIF) program for North America regions consisting of approximately 25,000 employees