Lead new Engineering team built for testing new hardware, software, and tooling used by the Amazon Just Walk Out (JWO) physical stores group. Direct a team of 10 engineers, technical writers, and process auditors supporting validating new technology is ready for production. Provide ITSM and Infrastructure Support for 10 JWO sites in the Seattle area. Manage 80 to 100 projects per year, supporting critical initiatives as large as several million dollars and involving DevOps teams from around the world.Selected Accomplishments:• Improved team productivity while reducing staffing by automating key processes.• Led ITSM improvement efforts resulting in a 65% reduction in Mean Time to Resolve per incident.• Revamped Change Management policies and workflows for 10 Seattle sites reducing High Severity events from 2 per month to 0. • Enhanced decision-making capabilities for the Finance and executive teams by implementing a cost model for product rollouts that provided more accurate reliability, labor cost, repair costs, and installation time estimates.• Designed and implemented metric dashboards and KPI reporting process using PowerBI and Amazon Quicksight that improved team OE efforts by quickly identifying trends for deeper analysis. • Introduced enhanced ticket automation that could resolve common issues without human involvement reducing engineering support efforts 50%

During this period, I directed IT infrastructure and end-user device implementation, support, and retirement, project planning and performance, strategic planning, and more for 60 separate locations in the eastern US and Canada. I supervised 12 IT managers and 250 technicians and engineers and carried out forecasting and budget control. I also led ITSM activities, Change Management compliance, network installations and upgrades, hardware retirement, and facility construction, and maintained IT security for all areas.Selected Accomplishments:• Managed the build and implementation of IT facilities for more than 44 warehouse, logistics, and delivery centers in Canada, including the installation of all end-user equipment.• Reduced trouble tickets and MTTR by establishing a 10-person Operational Excellence team that introduced a data-driven process for determining and evaluating continuous and process improve opportunities.• Dramatically improved Severity 3 tickets (24 hours to resolve SLA) compliance.• Carried out a complete updating of the Operations Technology-IT Diversity, Equity, and Inclusion (DEI) program.• Saved millions of dollars by creating an enterprise inventory control plan for Canada that eliminated redundant purchases.• Slashed emergency IT dispatch tickets by introducing a new IT support strategy and automating processes for Amazon logistics sites, which supported more than 300 facilities.• Increased site coverage while reducing engineering support headcount for fulfillment centers in Canada by shifting to a regionalized support model instead of an individual building model.• Enabled major savings by using RFID technologies in fulfillment centers to prevent lost hardware.• Lowered average project kickoff times by implementing a streamlined kickoff process.

Following the acquisition of Boyle by AECOM, my responsibilities expanded to include the management of all workflows, IT infrastructures, and end-user devices throughout North and South America (250 locations, 17,000 users). I managed all network, security, telephony, and client/server systems. In this role, I supervised a staff of 18 and administered a multimillion-dollar budget. I also negotiated vendor and service provider agreements.Selected Accomplishments:• Led the rollout of a 10,000-node VoIP across 200 locations in North America.• Achieved reductions in maintenance and service costs by renegotiating the Cisco agreements.• Lowered telecom costs by eliminating excess lines and consolidating long-distance with SIP trunking.• Cut spending through vendor negotiations and network streamlining.

In this position, I oversaw network, PC, and server support for 22 locations in the US. I supervised a staff of 18 direct and 22 indirect reports and held responsibility for project management, infrastructure, business continuity, and vendor management.Selected Accomplishments:• Dramatically improved efficiency by implementing a new IT ticketing system and incident response team.• Provided all IT integration services during multiple mergers and acquisitions.• Slashed data costs by consolidating programs and processes.