Vincent Clark Email & Phone Number

Burbank

I was the primary support analyst for 43% of our application portfolio on a team of eight. Half of those applications were "high profile," which required an extra level of support. Immediate addressing of all major incidents was required, regardless of the time of day. My portfolio included applications from marketing, legal, finance, Human Resources, and our promotions teams expanding across Disney ABC and ABC network properties. When our team from Prospect Studios joined Media IT, I was the lead on transitioning their high profile applications smoothly transitioned to our domain. I worked with our Prospect team and our Media IT team to bring the applications into compliance with the Walt Disney Company standards. I also worked with the team members from Prospect Studios to train them on our application release process and policies. We completed the project three months ahead of schedule. While supporting our Disney Channel Worldwide, Marketing Asset Exchange (DCWMAX), I worked with the marketing teams, infrastructure, DBA teams, and executives to address the security and reliability concerns. When I was assigned the high profile application, I almost immediately had a call reporting that the application was in extreme violation of Disney's security policy. Due to having a good working relationship with our marketing stakeholders, I addressed and resolved the security issue in 24 hours. When talking with our security team, they mentioned that I was one of many people they had talked to over several years, trying to get this security issue resolved. Due to my actions, we were finally able to replace and decommission this application and associated servers. By using Selenium Automated testing and knowledge of Python scripting, I set up heartbeat servers to my high profile applications. My scripts and notification process often identified outages before the customer did, allowing us to fix the issue with minimal disruption.

Burbank

As a support engineer, I supported Java, .NET, and Sharepoint by implementing quality enhancements and fixing bugs in the existing applications. I worked led the effort to decommission our legacy applications by either helping to find a suitable replacement, merge the application into a more modern one, or finding ways to export the data in Excel / Microsoft Access. I was able to decommission 80 percent of our west coast legacy applications. As Windows 2003 servers approached the end of life, our department was mandated to identify and remove all Windows 2003 servers. As the deadline came closer, our department found itself in parallel because they were unable to identify and locate over 700 Windows 2003 servers. Our department was facing the reality that they would have to spend an excessive amount of money maintaining licenses for the extra support needed for these servers. My historical knowledge of our applications, understanding of how they were named and identified, and a solid working relationship with teams inside and outside of our department, I was able to identify one-third of the unknown servers in a week. I was quickly placed on the task force to identify and decommission these servers. Within three weeks, we identified all servers. Once we identified all the servers, I found that over half the servers were from legacy applications that had been retired. I found that a quarter of the servers were file shares and developed a process to move the shares onto Windows 2016 VMs. Within one month of joining the task force, we only needed to license 100 machines instead of the 700 machines our department thought they would need to buy extended support licenses for, saving the company $600,000.00

I worked with our in-house vendor support for Velocity's meta-data and transcoding suit to reduce his support hours to implement new features. He was currently spending over 40 hours a week in support, leaving no time for developing the product. Our target was to reduce the support hours to 20 hours a week. By developing scripts built-in Python, JavaScript, and Pearl, we could automate many of the workflows. Knowing code alone would not give us the needed reduction in support hours, we built solid relationships with our customers and worked with them to better identify issues before entering the system. By the time we had completed the project, we had reduced our vendor's support ours to 5 hours a week, far surpassing our initial target. Aside from lowering support hours, the application became more stable, efficient, and more work could be done faster by our clients. As our team embraced SharePoint and .NET I assisted in developing and debugging our application. One of the applications was an electronic form to handle purchasing requests for mobile devices and approval to connect a personal device to the network. Two contractors previously attempted to a suitable for that could be used for ABC. Network, Disney Channel, ESPN, and Hyperion. While seemingly simple, the task was far more complicated than anyone expected. The process was always changing, and the implementations were not. The form's goal was to obtain approval from the department head, CIO, and CFO before a device could be approved or connected to the network. Our new CIO found that many of these requests were going unfulfilled. Each business unit had a slight variation on how they wanted their requests were to be processed. The CIO tasked me to create a form that could not only fulfill the business objective but be flexible enough to change the logic with minimal effort and a quicker turnaround.

Primary Flash programmer for e-cards, D-Card Factory (Customizable Flash E-Cards), Blast. As well as the primary architect of the Blast version 1 product line including all the HTML, JavaScript, Flash, and CMS. Worked with a partner to build an all Flash e-commerce site for kids which allowed kids to earn points and by limited editions of downloadables. Continued to work on Flash RND. Shifted focus to more DOL global applications such as detection and tracking. I also was the unofficial go to person for unexplainable bugs. Co-Founded the DOL QA Engineering team. In 7 1/2 years never saw a job description despite being told that they were sure it existed, somewhere. My focus and projects changed often and allowed me to work in many different areas and positions in the company.