Sal Martinez Email and Phone Number

• Drove Transformation and Maturity for our DevSecOps Capabilities by with a maturity roadmap for a cloud adoption, governance practice, skill set acquisition with support for a consistent tooling methodology, and enhanced integration leading to an automated strategy to deliver a frictionless delivery model through a Microsoft Azure Platform.• Established DevSecOps Center of Excellence that enabled the ability to assess our capability maturity gaps, developed implementation development plan, and a OCM plan to enable the organization to increase our speed to delivery, product quality, cyber posture, and compliance for solution delivery to enhance the end user experience. • Enabled Operation stability across the company by delivering an ITIL 4 Foundational Model focused on products, services and offerings supported that complied with regulatory standards, industry standards/best practices, and effective cross organizational cooperation, effective communications with technology and business stakeholders.• Enabled Cutover/Release Management Strategy by successfully delivering an integrated release management plan for the successful delivery of two major SAP S4/HANA ERP projects expanding over 3000 Functional Configurations, 5000 Development objects, data synchronization and successful delivery of our integrations.• Improved IT and Business alignment by implementing and Enterprise Change Approval Board increasing visibility of all technical changes and delivery of a formalized approval process aligned with all regulatory and SOX standards. Decreased 32% unauthorized changes, 40% Emergency Changes, and increased delivery of Standard Changes by 276%.• Increased organizational maturity through Enterprise Service Management implementation of conducting self-assessment to reflect current maturity level, documenting operational procedures, and implementing KPI's resulting with a 50% reduction of Major Incidents, and increase with our Mean Time to Restore by 85%.

IT Manager of Infrastructure OperationsDeveloped strategy and goals, provided leadership and directed the deliverables for Enterprise IT SAP Infrastructure Services. Established initiatives, including planning, design, implementation, monitoring and support of the SAP Platform. Collaborated, influenced, and provided technical leadership on IT Initiatives. Delivered operational & technical roadmap to ensure alignment with business objectives. Manage departmental budget, resources, partners, and projects. • Provided business operational improvements by developing, executing, and delivering Southern California Edison’s first 24X7, 365 Service Desk Support Model. Produced resource, transition, and implementation model that led to the successful delivery for a third-party Operational Support Model. Lead the vendor management development of offshore team to delivery without a hitch.• Implemented Enterprise SAP Center of Continuous Improvement certification by adhering to SAP’s best practice product support standards and adopted strategy across the organization, including the management of 15 on-site staff, 80 matrix staff members and 15 independent contractors.• Architected and executed a two-year roadmap by planning, improving, vendor management, and the delivery of an IT Automation Testing strategy. Cross team collaborations consisted of external/internal resources, 10 On-Site staff, 10 functional stakeholders, 50 subject matter experts from their respectful business units, and 50 primary offshore resources resulting in a 60% reduction to testing efforts.• Increased IT Delivery and effectiveness by planning, building, and delivery of an SAP (ERP) Support Organization supported by IT/Business portfolio alignments, capacity planning, functional/technical assessments, and process delivery aligned with regulatory standards and industry best practices.

Director overseeing the Perris Union School District spanning seven sites over a 184 mile radius with an estimated budget of over $700K. Managed activities on developing business process, designing physical environment, and initiating roll out of school district help desk software to track and report IT utilization. Managed business processes for WAN that consisted over 600 Certificated/Classified users and over 8,400 Student accounts. Provided strategic recommendations for increasing T1 relays to Fiber optic channels to all sites, providing hardware, software, to all independent facilities and new Junior High School. Initiated and designed new Security and Disaster Recovery processes for Perris Union High School District.

Manage End User Support activities for an external client base exceeding 5,500 clients utilizing in house custom applications and over 20 integrated vendor plug instruments. Resources consisted of 12 dedicated resources and 3 primary vendor with a budget of 2.3 Million. Provided Senior Executives an introduction to SDLC Waterfall Project Methodologies to enable the introduction of a newly developed on-line training program for new end users and remediation training for existing end users. Defined scope, developed training strategy, pilot program leading to a full-fledged solution resulting in a $20K ROI in the first year.

Successfully managed network administration team to upgrade infrastructure by defining scope, designing business processes, and deploying an upgraded network infrastructure for Precision Aerospace Corporation (PAC). During upgrade process of the existing infrastructure I compiled a cost reduction of over 20% by consolidating into business licenses for proprietary software rather than individual copies for each workstation. To assist the Human Resource division I was able to provide strategic recommendations to upper management and obtain approval to install a new state of the art time management program. Completed the development and deployment of new business processes for the company’s new hardware/software, and OCM activities to include training that spanned over 100 employees on how to clock in using new monitoring systems that would read their individual hands. The implementation was completed without one single error on individual’s time records. This provided the company the ability to obtain accurate time reports for each employee, removing the ability for employees to falsify time entries when no supervision was provided in the warehouse.

Managed Training Team that would provide orientation for new Information Management Personnel arriving to base, prior to deploying them to their squadron for permanent duty. Performed training analysis, designed end-user training approach, and developed user procedures and knowledge training documentation in support of strategic direction. Successfully managed the Human Resource processes for Information Management Personnel across all divisions/squadrons on base, to include over 60 personnel permanent duty assignments. Demonstrated excellent analytical, interpersonal, and facilitation skills by being hand chosen to develop and present presentations for all squadron and group Commanders on resource status. Workgroup Administrator for 75 users on a Windows NT 3.5 Server. As the Jr. Project Manager conducted cost analysis and presented to Plans Flight Superintendent to procure $10K for new and upgraded computers and software. Project Lead of 18 Airman that would reconfigure software on 40 computers to allow for the migration to Windows NT 3.5 from a Novell 3.11 infrastructure.Quality Assurance Manager for all Civil Service Vendor contracts to support the Base Information Transfer Center. Primary activities incorporated the ability to identify business needs to acquire and manage vendors. Monitored vendor cost limits, product and service levels agreements, performance metrics and status that would allow me for recommendations to maintain or obtain new vendors for services to senior management. Developed, justified, and assisted in the administration of the squadron’s budget.