Steve Peterson Email and Phone Number

Steve Peterson and Associates is dedicated to insightful social media analysis of your current footprint, strategic partnerships aligned with your organizational goals, solid content management and real time reporting that will allow you to make important adjustments and refinements across all your social media channels.We're right at home in artistic, creative, altruistic and socially-relevant settings with clients that value their relationships with donors and members.

In this role, I am responsible for research, planning, testing, implementation and support of solutions and systems that maintain the day to day operations of Synapse. This also includes marketing, technology, and contract management. Synapse is networking with a purpose. Check us out at www.syanpsehubs.com.

Drove strategic planning, vision and roadmap execution for Capital One’s VPN platform. Replaced an outdated, unstable and insecure VPN platform with a safer, more robust and modern infrastructure.- Created the strategy for a rigorous security policy that allowed the VPN service to be expanded to over 32,000 associates and contractors as part of a successful telecommuter and mobile workforce initiative- Managed a matrixed team of seven technicians in Network Engineering, IT Operations, Information Security and vendor development/IT support that engineered a high-availability, multi data center solution. This included an operational team who managed incidents, root cause analysis and permanent corrective action for escalated support incidents.- Oversaw monitoring, alerting and uptime of a redundant system that eliminated a single point of failure, ensured flawless failover and consistently met five nines service level agreements - Designed and enforced 12 authentication, identity and access management policies that protected Capital One’s internal network from intrusion and data loss- Oversaw vendor relationship and contract management that drove down cost and clearly communicated upgrade and support expectations- Led previous waterfall team through change to Agile development/delivery methodology that reduced delivery timeframes

Led Capital One’s Servicing IT group in an Agile Scrum Master role that replaced a vendor designed and supported customer-servicing application used by 10,000 agents. Managed an on-site core team of 12 performers (Tech Lead, Developers, BSAs, Operational Support, Product Owner, Network, QA/Test, Firewall) as well as an on site development team of 30 and an extended offshore team of 40+ developers.- Oversight of all project resources during an aggressive 10-month software delivery cycle. Agile development approach replaced the existing application in less than half the usual development time (10 months vs. 18-24 months).- Coached previous waterfall delivery teams through the Agile/Scrum software delivery change curve (sprint planning, stand up, demos, retrospectives) that resulted in a nimble, high performing and productive group- Highly effective Program/Project Manager who managed up to both IT and Operations senior management- Rigorous budget and resource management kept the project on task and the team delivering faster than expected

Chief of Staff, Vice-President of Program Services and on-site client Program Manager that drove doubling of company’s candidate placements. Worked with recruiting, finance and HR teams to create winning programs for an IT staffing organization.- Instituted structured processes that created workflow efficiencies across multiple internal departments within a startup company- Designed winning programs that successfully placed IT talent in large-scale corporate programs- Managed programs and integrated services as part of Capital One’s Chevy Chase Bank integration- Oversaw comprehensive, customized reporting that measured resume submission timeliness, candidate quality, and onboarding efficiency- Advisor and coach to CEO

Leveraging the resources of Capital One’s Credit Card IT Operations, IT Audit, IT Risk Management, and multiple Platform Management teams (100+ resources), oversaw budget management, maintained service levels, balanced risk, oversaw the development and implementation of infrastructure strategies, and managed costs. Created procedures for risk assessment. Managed and addressed internal audits and verified company compliance with Federal regulatory policies.- Reversed a previous negative audit position in US Credit Card IT operations with both federal regulators and internal auditors, allowing Capital One to move on strategic imperatives to diversify their financial services portfolio and reduce risk by acquiring banks- Implemented and oversaw a service level quality improvement program that fundamentally changed how business services were measured, budgeted and delivered- Streamlined business and IT processes by injecting technology risk management procedures into daily IT and operational activities

Ensured the viability of all technical assets supporting US Credit Card IT operations that reversed a previous negative audit position with both federal regulators and internal auditors, allowing Capital One to move on strategic imperatives to diversify their financial services portfolio and reduce risk by acquiring banks.- Managed budget, maintained service levels, balanced risk, oversaw the development and implementation of infrastructure strategies, and managed costs. Created procedures for risk assessment. Prepared for, managed and addressed internal audits, and verified company compliance with regulatory policies.- Implemented a service level quality improvement program that fundamentally changed how business services were measured, budgeted and delivered- Streamlined business and IT processes by injecting technology risk management procedures into daily IT and operational activitiesTeam and Technologies:Team: Leveraged the resources of Capital One’s Credit Card IT Operations, IT Audit, IT Risk Management, and multiple Platform Management teams. Managed a core team of 10. Managed an extended team – with two other Directors – of over 100 resources.Technologies: Standard office productivity tools – Heavy use/analytics using Microsoft Excel plus Microsoft Word, Microsoft PowerPoint and Outlook. Proprietary internal services and systems to register and manage risks. Various web portals.

Directed the management of Capital One’s $23 million mission critical credit decisioning system with a team of eight direct reports and 30 total team members. Managed infrastructure, application development, regulatory, compliance and audit related enhancements and upgrades to ensure that the customer promise of instant decisioning was fulfilled.- Led the first IT team in Capital One through a successful lean/agile development pilot with operations partners. This Six Sigma based approach was later adopted as a best practice and was used as the model for all US Card platforms.- In the first three months in the role, upgraded a complex credit decisioning system with zero defects in production, positioning it as a more modern and flexible business tool that was key to driving the division's innovation and speed to market imperatives- Managed a high-availability system that decisioned over 15 million applications per year

Led a team of eight Apple system engineers (30+ extended technical and operations resources) through the modernization of a Macintosh based creative platform during the company’s most demanding period of growth in direct mail solicitations.- Retooled the Macintosh creative production environment in less than 18 months, which allowed the creative team to keep pace with business demands for both innovation and speed to market initiatives- Integrated a business technical team into IT, allowing more mature IT practices in desktop management, backup, and server security to be established

Managed the strategic planning, implementation and ongoing maintenance of all IT functions and subsystems for an integrated promotional marketing firm across multiple locations during a period of rapid growth.Results:- Built and supported the infrastructure to drive the required business operations, graphic design, call center and corporate fulfillment center growth objectives. At inception, the infrastructure supported five associates and one server. Seven years later it supported a mixed computing environment for over 150 users in three separate locations. - The strength and flexibility of the technology allowed the firm to win bids with and retain clients like Circuit City, Dominion Virginia Power and the Girl Scouts of America.- Integrated the company’s main office location with two satellite locations. Two offices werenetworked with, at the time, innovative and new secure point to point high speed wireless technologies that avoided the costly expense of T1 lines.

Directed the planning and implementation of all marketing operations and functions for ten retail musical instrument stores. This included multi-media ad campaigns, mail list management and copy writing/graphic design for print and collateral materials including a full color company magazine, preparation of store marketing materials and agency relations for radio advertising.Results:- Designed and implemented the installation of a publishing and advertising system that cut costs by 38 percent. - Sales increased an average of 15 percent per year.- The number of stores doubled.- Company gross revenues rose from $5 to $11 million.