Maintained service levels after a 70% forced reduction in staff. Trained additional staff, then transitioned daily support functions to others. Currently providing expert advice on difficult problems.Efforts have included surveying practices across teams for identification of potential growth opportunities, migrating several applications to "the cloud," and optimization of legacy platforms.

Built a diverse team obsessively dedicated to success. Met a 1000% increase in supported systems with no additional staff and a reduction in average work hours. Consistently exceeded 99.99% availability in an environment of constant change.Exceeded limits in IBM WebSphere Application Server to meet the scalability requirements of AT&T’s mission-critical applications. The architecture prevented applications from scaling to meet demand. Reduced the scope of the problem, scaling down and out.Out-sourced to Amdocs, Inc., in 2012.

Forged alliances across organizational lines, brokering a deal that resolved a years-old stalemate and resulted in the successful migration of Internet services from SBC to Prodigy.Prodigy was acquired by AT&T, Inc. (formerly SBC Communications, Inc.) in November 2001.My primary responsibility at Prodigy was with the products running on Linux, Solaris, and Windows: Personal Web Pages, Internet Relay Chat and Odigo, ProdigyBiz, and custom hosting. Engaged with performance tuning web services running on AIX.

Asked a question no one else thought to ask – How does this work? – and solved a nagging performance problem with HealthScout.com, a consumer-oriented health website founded in 1998. Improved response time a hundred-fold by fixing a network misconfiguration.Introduced the then-novel idea of using an LDAP directory to the development teams through a semi-formal lunch-time presentation, resulting in the addition of LDAP support to Bugzilla.Dealt with the growing pains of a number of NYC-based dot.com firms, ranging in scope from firewall configuration to cable management, with the bulk of the work being performance tuning and problem resolution.

Ran the network for a bunch of consultants. This included everything from budgeting, purchasing, provisioning, and maintenance.I.M.A.G.E. Inc. closed in 2001.

Met the need for swift communication instead of prescribing a product. The Associated Press’s e-mail systems grew haphazardly with a series of trendy products. Recognized a solution when it presented itself, embraced Internet protocols, cut potential expenditures by several millions, and satisfied the end-users.Supported the electronic mail needs of the news cooperative through transition across several platforms while the cooperative was in the midst of replacing Intel 80286-based DOS desktops and DEC VMS terminals with Windows 95; DEC VAXen with Alpha; and NetWare and OS/2 with Windows NT 4.0. Worked with Lotus Notes, Lotus Domino, Lotus cc:Mail, DEC Mail-11, DEC VMSmail, PMDF, and sendmail, eventually consolidating on the SMTP, POP3, IMAP4, and LDAP protocols rather a particular product.