40+ years of experienced helping people and organizations realize the potential of SIAM (Service Integration and Management) ITIL 3 Master with ITIL 4 foundations training and Implementation. Utilizing ITILS Service methodologies around Service Strategies, Service Design, Service Implementation, Service Operations and CSI (Continual Service Improvements). Mentor, teacher, implementer and expert with ServiceNow, SNOW, HP and Ivanti Service Desk applications.

Manage the daily Operations of HCL Americas SIAM Delivery for the Americas on a global scale. The SIAM Operations model includes, Major Incident Management, Change/Release Management, Service Level Management, Problem Management, Availability Management, Knowledge Management, Capacity Management, SACM (Service, Asset, Configuration) Management, CSI and Reporting. Utilizing ServiceNow as a platform, HCL has customized ServiceNow, by creating ServiceNow GBP (Gold Blue Print). GBP utilizes ITIL V3 best practices around Governance, People, Processes and Technologies to better align with ITIL and the CMMI processes as it relates the customers line of business. Drive new business by converting existing CFS (Cross Functional Services) into SIAM Delivery/Operations model and by working with digital transformation teams as IT is moving from an Infrastructure base model to Services based model.

Contracted by Bridgewater Consulting Group, Sempra Energy has implemented ServiceNow, Out of the Box, and needs to review its current People, Processes and Technologies to better align with ITIL and the CMMI processes as it relates to Sempra Energy IT division. As a SME with ServiceNow, Ivanti, (formerly, LANDESK), BDNA and SNOW, Sempra Energy Grid Services division has engaged Bridgewater Consulting Group to help Sempra Energy to be the “Best In Class” Service Desk, aligning their Service Catalog to an every growing SaaS environment while maturing the customers CMDB.Responsibilities:• SME – Service Management/CMS• Conducted ITSM/ITAM/ITOM/GRC Maturity Assessment Workshops• CMDB/Service Catalog/CMS Review/Maturity• Bi-Weekly Project Status Review Meeting• Managed Data Analytics using SNOW Mirror and Performance Analytics• Activity and Resource Planning• SaaS and Cloud Services integration with AWS and Azure Cloud Services• Cost Estimating and developing the budget• Analyzing and Managing Project Risk• Managing Reports and Necessary DocumentationPM Methodologies Used: SCRUM (Agile/Waterfall hybrid)PM: On Shore contractors, Bridgewater Consulting and 3rd party off shore vendorsBudget Deliverables: .9 MillionPM Processes: ITIL, CMMI, Service Management, Asset Management, GRC, SLDCNumber of End User: 3,500

Project Manager – ENGIE North AmericaContracted by Omnikron, ENGIE North America is consolidating their internal services operations into a single enterprise solution. ENGIE NA, has acquired several other municipalities including, OpTerra Energy Services, Green Charge Networks, and Ecova. ENGIE NA parent company, ENGIE Group, headquarters in La Defense, Courbevoie, France, is a ServiceNow customer. ENGIE Group Europe has mandated that ENGIE NA start using ServiceNow by mid-December 2018. ENGIE NA and its subsidiaries are using a variety of different tools and processes and must be consolidated into an enterprise tool with global policies and procedures. Workshops have been conducted to drive out requirements using ITIL as the framework. ENGIE NA is being rolled out in a phased approach. Phase 1 will be the consolidation of the 4 organizations into 1 enterprise tool. Phase 1 applications will be ESS, Service Catalog, Request Fulfillment and Incident Management, including Major Incident. ENGIE NA, Human Resources will also be using ServiceNow for Employee on boarding, since ServiceNow will have the only consolidated view, into the new ENGIE NA organization.Responsibilities:• SME – Service Management/CMS• Daily SCRUM Review Meeting• Bi-Weekly Project Status Review Meeting• Activity and Resource Planning• Organizing and motivating the Project Team• Control Time Management• Cost Estimating and developing the budget• Ensuring Customer Satisfaction• Analyzing and Managing Project Risk• Monitoring Progress• Managing Reports and Necessary DocumentationPM Methodologies Used: SCRUM (utilizing ServiceNow’s internal SCRUM Agile/Waterfall application)PM: On Shore contractors, (Contender Solutions), Omnikron and 3rd party vendorsBudget Deliverables: .5 MillionPM Processes: ITIL, CMMI, Service Management, Asset Management, GRC, SLDCNumber of End User: 7,000

Collaborating with the Business and IT to provide Full Lifecycle Management, Thom incorporates the best in People, Process and Technologies from an agnostic viewpoint, while providing full lifecycle ITIL, ITSSM, ITAM, ITOM and GRC solutions. Being a seasoned technologist and Project Manager, Thom excels in process design, governance, and risk compliancy. Using ITIL as its leading foundation, Thom educated customers in Service Strategy, Design, Transition and assist with the Operational implementation, while utilizing CSI to achieve the full potential in IT Business Services and full product lifecycle. Thom led the Enterprise Service Support Management Team which is global, covering North America and beyond. His knowledge is broad based, consisting of but not limited to, Employee Self Service, Service Catalog, Request, Incident, Problem, Change, Knowledge, Configuration, Event, Capacity Management, Configuration, CMDB and Security Management. His Asset Management knowledge spans over 30 + years, consisting of Portfolio, Software, Hardware, License, Vendor, Procurement, and Contract Management. Thom’s Security Management initiatives include, Patch Management, Maintenance and Public Key Infrastructure (PKI) around digital certificates. His goal is to provide complete turnkey system, utilizing existing technologies, while incorporating best in breed solutions! Thom is a seasoned technologist utilizing state of the art SaaS cloud based technology that allows for seamless growth without taxi current and future infrastructure demands. Certified in cloud development and automation, Thom is experienced managing complex data center operations, implementing AWS, Microsoft 360 and SAM technology and applications.

Managed the Global Service Deliver Operations in key regions for Ingram Micro from the World Headquarter in Irvine, CA., including, NA, LA, EMEA, and APAC. Thom managed a team of professional, both on shore and off shore resources, focusing on several key process areas; Customer Service, Service Delivery, Resource Management, Projects and Programs Management, Communications, Data Centers, and Vendor Relationships. During Thom’s tenure at Ingram Micro, he lead the conversion from BMC Remedy Help Desk to a more robust SaaS solution using ServiceNow. Ingram Micro had a very basic Help Desk implementation using only Incident Management that was not meeting the business needs with very little ITIL governance. Thom introduce the ITIL model to Ingram Micro thru demonstration, education, and adoption. Service Management was implemented using, ESS, Service Catalog, Request Fulfillment, Incident, Problem, both reactive and proactive, Change, Asset, Configuration, Service Level, Knowledge, Capacity and the CMDB. He also lead the creation of materials for On-Boarding new associates, creating training materials for core ITIL processes for Major Incidents, Problem and Change Management, while increasing a 97% improvement in internal customer experience. Introduce the “follow the sun” model for critical application support that netted a significant improvement in internal and external customer relationships. Managed Vendor relationships and SLA’s and OLA’s with external vendors. Working with Sr. Management and the CIO to identify process and governance improvements using the ITIL model to increase IS stability, improve IS process and increase IS customer experience. Thom introduced Capacity, Demand and Event monitoring into the Modern Data Centers, both Managed and non-Managed, environments. He was also responsible for the day-to-day operations of the WMS, ERP and CRM applications integrations into CMS.

As Service Delivery Manager for Warner Bros., MIS Governance Competency Center, it was my responsibility to work with on shore and off shore resources focusing on several key process areas: Customer Service, Resource Management, Projects and Programs, Communications, Relationships, Identifying Problems / Providing Solutions, Planning, Technology, Implementation, Quality, and Integration. I also provided Warner Bros. with in-depth audits involving Service Management, Incident Management, Problem Management, Change Management, Release Management, Configuration Management and Asset Management. I worked with C level executives to provide high level process recommendations based on Lean IT improvements to enable Warner Bros. to work more effectively, while cutting cost and increasing productivity.

As Configuration Project Manager for SC Edison SmartConnect Program, it was my responsibility to establish software configuration management (SCM) processes, tracking and controlling changes in the software. Configuration management practices include revision control and the establishment of baselines for the SmartConnect Project, while engineering systems that provide the following essential features: Concurrency Management (simultaneous editing of a file by more than one person), Versioning, and Synchronization.

As Change Manager for Banking Center E2E Monitoring, it was my responsibility to be the Single point of accountability to deliver the project/program with an integrated project plan. Responsibilities include coordinating the Technology, People/Process, Business and Test Leads to ensure project/program delivers On Time, On Budget and to the Business Case. As Change Manager, I was accountable to lead the project team through successful delivery of the E2E project/program. Responsibilities include accountability to lead the extended team through the E2E ECMS process and completion of all deliverables, manage the budget, schedule, Clarity updates and lead the fulfillment of requirements. Responsible for managing relationships for following groups: SEPC, Release Management, Supply Chain Management, Vendor Management, Architecture, Production Support, and Developers. Responsibilities include development of HLD and LLD, reviewing the quality of code being developed, ensuring CIT entry, and ensuring SIT entry and defect fixes through technical deployment. Responsible for all release readiness activities.

As Senior Systems Analyst, The SSA shall examine all facets of the IT department, including all staff and officer users. He shall report directly to the Local 47 President and Vice-President. The SSA is expected to draft and submit a plan based on a needs assessment that shall include recommendations in the areas of department restructure, personnel, software considerations, hardware considerations, data and system security, system integration, telephony, and implementation

As HP Solution Architect, worked with Lockheed/Martin technical staff and management, to capture requirements from existing Call Center web application that supports the C130 Air Force Training Center, and implement a new Service Management System. Lockheed/Martin had purchased from HP several new applications to help support and augment their current and future support needs at the air base but had little knowledge of the ITSM Process (Information Technology Service Management). Installed, configured, implemented and trained a complete ITSM application suite of products.

As Senior Project Manager, championed the consolidation of 15 Data Element Managers covering; LAN, WAN, Telecommunications, and the Date Center into one, Manager of Managers (MOM), using Computer Associates Configuration Managements, Spectrum r9.0 application. This created one centralized MOM to allow the Network Operations Control Center, (NOC), the ability to monitor alarms and outages instantly without having to monitor 15 separate independent systems.

Provide leadership and strategic direction to IT Service Management (ITSM) and IT Asset Management (ITAM) efforts serving in the visible role of Project Manager at corporate headquarters. Collaborate with the office of the CTO to define, launch, and establish a comprehensive 3-year ITSM/ITAM initiative for over 1,200 geographically dispersed facilities. Address enterprise-level ITSM/ITAM needs with on-target solutions by working closely with the Project Management Organization (PMO), Enterprise Application Development, and Operations functions and partnering in the creation of policies and procedures.

Served as the Project Technical Architect for HP/Peregrine Configuration and Change Management modules, which included leading all areas of requirements gathering, development, design, configuration, build, testing, and installation, support using a modified version of the SCRUM/Agile Methodologies for development based on ITIL V3. Utilized Peregrine P4 front end database and Oracle back end database.

Supervised a globally dispersed team (6 countries) consisting of Technical Analysts and 34 Developers. Spearheaded the initiative to ensure compliance of ILA (Infrastructure Lifecycle Automation) and Service Center and Asset Center with ITIL rules. Delivered key insights, provided technical consulting, and formed analysis of the entire infrastructure in support of the Product Lifecycle utilizing SCRUM/Agile methodologies for hardware and software asset management and tracking solutions. Mapped out a comprehensive project plan detailing every phase of the product lifecycle, including requirements, GAP/Sizing, development, testing, and application deployment schedules. Developed test plans for UIT (Unit Integration Testing), SIT (System Integration Testing, UAT (User Acceptance Testing), and Production Certification. Obtained PMP and ITIL certifications. Managed the project for the Peregrine Service Center and Asset Center, which included multiple application deployment modules such as Service Management, Incident Management, Problem Management, Request Management, Change Management, and Configuration Management, among others.

Managed projects for 2 clients: State of Delaware School Districts and Chubb & Son, with oversight of the entire business life cycle. Guided team efforts. Implemented large-scale projects meeting timelines and budgets. Deliver comprehensive training and provide on site support to customers. Document designs, deliver weekly status updates, and review audit logs. Selected Achievements:• Steered the project to installation of Peregrine Service Center 4.08 in support of the State of Delaware School Districts, including implementing policies/procedures, delivering end-user and administrator training, migrating legacy databases, customizing user screens, and integrating into MS Outlook.• Drove business re engineering efforts for Chubb and Son and supported customer’s needs by revamping business processes using Peregrine Service product suites.• Ensured seamless integration and upgrades of product suites into legacy systems and worked closely with customers and vendors during the process.

Ensured the optimal and continual performance of the IT infrastructure, LAN/WAN Infrastructure, Software Administration, and Telecommunications, reporting directly to the Director of IT. Developed and managed budgets. Managed T1, DSL, and Frame Relay circuits across 9 sites. Led the Y2K readiness initiative. Performed upkeep and fine-tuned the server farm, which consisted of 38 NT servers and 17 Notes servers, 1 SCO UNIX server, and 2 RS6000 servers (local and remote). Established and maintained IBM, 3COM, and Cisco hubs and routers, as well as Kentrox CSU/DSU Frame Relay units. Selected Achievements:• Set up the infrastructure and engineered the new Information Technologies Facility (over 800,000 sq. ft.), which included establishing voice, data, security and disaster recovery. • Facilitated integration of legacy and newer technologies working in conjunction with business partners.• Produced $250,000 in cost savings by upgrading and moving services over to corporate offices.• Saved nearly $500,000 a year by auditing the telephony infrastructure.• Upgraded IBM Tivoli Service Desk to Peregrine Service Center applications.

Service Desk Manager, Information’s TechnologiesDuties included but not limited to, the day-to-day operations of BJU Help Desk, Software Administration, and Personnel. Created, developed, and organized BJU Help Desk for the centralized support of campus wide microcomputer technologies. Researched and deployed ITSM and ITAM utilizing Service Center and Asset Center from Peregrine Systems Inc. Deployed Microsoft’s System Management Server with Peregrines Service Center and Asset Center for real time data collection of hardware and software campus wide. Supported MAC, PC’s, UNIX, Mini Mainframes, and Burroughs 6800 mainframe systems. Managed 26 full time and part time analysts, who where supporting over 12,000 students, faculty and support staff.Selected Achievements:• Creation of a Best in Class ITSM and ITAM Helpdesk• Sun setting of Legacy Burroughs 6800 Mainframe.• Introduction of Microcomputer Technology Enterprise Wide.• Installation of Microsoft Office Suite of applications campus wide.• Convergence of Telecommunication, Security, Data processing, WAN/LAN, Training, Processes and Procedures into a State of Arts 21 Century Information Technologies department.