Thomas

D

Roseberry

*** ********

Ct,

Sandy

Springs,

GA

30328,

770-

331-

****

acgwbu@r.postjobfree.com

Summary

** *****

with

a

Global

Company,

managed

the

raised

floor

environment

of

a

70,000

Sq.

Ft.

Data

Center,

relocated

infrastructure

equipment,

managed

infrastructure

projects,

managed

relationships

with

vendors

and

partners,

worked

with

International

teams

and

various

technologies

including

Unix,

SAP,

Windows,

Networking,

Mainframes

and

Network

switching,

wrote

standards

and

procedures,

and

implemented

solutions

and

solved

challenging

problems.

Experience

Aug

2002

Coca-

Cola

Enterprises/Coca-

Cola

Refreshments

-

Oct

2014

PROJECT

MANAGER

(3

years

contract

10

years

employee)

Managed

a

wide

variety

of

infrastructure

projects

within

Coke's

primary

global

data

center

serving

over

50,000

worldwide

users.

Projects

ranged

from

moves/add/changes

to

upgrades

to

relocations

to

new

installations.

Also

performed

day-

to-

day

problem

resolution

for

connectivity,

performance

and

outage

issues.

Took

on

projects

requiring

vast

institutional

knowledge

that

has

massive

ROI.

Created,

documented

and

implemented

standard

project

procedures.

Sample

major

projects

include:

• Voice

Pick

Application

was

under-

utilized

and

had

multiple

performance

issues.

Improved

Utilization

of

the

system

from

63%

before

the

project

to

over

90%

for

2013.

YTD

2013,

33,176,398

cases

were

picked

using

the

improved

system.

This

represented

a

38%

improvement

over

2009

total.

Cases

per

hour

increased

23%

over

2009

totals

• Improved

communication

with

Business

leadership

establishing

a

direct

contact

with

the

initiative

Managers.

This

cleared

up

a

lot

of

misconceptions

about

the

technology

and

how

it

works

• Worked

with

the

Network

team

to

properly

prioritize

data

traffic.

This

action

allowed

us

to

audit

the

traffic,

and

we

determined

there

were

a

number

of

sites

with

incorrect

router

settings,

which

were

then

corrected.

• Learned

that

we

were

running

1/3

of

the

traffic

on

a

server

dedicated

for

databases

that

would

reduce

resources

while

running

reports.

Worked

with

the

Unix

and

SAP

teams

to

add

capacity

to

the

other

two

application

servers

and

moved

traffic

off

the

database

server.

• Gathered

requests

for

new

functionality

from

end

users,

obtained

Management

approval

and

partnered

with

the

Vendor

for

their

implementation.

• Oversaw

changes

to

multiple

cross

sectional

systems,

which

were

neither

aligned,

nor

running

the

proper

version

of

software

and

firmware.

• Engaged

a

wireless

expert

to

do

no

cost

training

for

Field

IT

to

help

with

wireless

surveys.

Then,

produced

multiple

training

presentations

and

updated

out

of

date

information.

• Overcame

issues

related

to

data

entry

limits

by

working

with

supplier

to

record

product

descriptions

that

had

previously

been

garbled.

The

Network

Team

could

stream

Video

Town

Halls

but

could

not

do

them

consistently.

They

would

often

encounter

issues

with

the

video

stream.

I

led

a

team

of

key

stakeholders

to

identify

and

understand

the

issues

involved.

Improved

communication

by

having

the

cross

sectional

teams

work

together

to

achieve

the

desired

goal.

Upon

completion

of

the

effort

we

successfully

streamed

Video

for

all

future

events,

including

the

initial

Town

Hall

after

the

merger

with

Coca-

Cola

that

had

over

4000

individual

streams.

Returned

hundreds

of

man-

hours

back

to

normal

business

functions.

Began

by

changing

the

core

methodology

for

measuring

success.

Over

half

of

our

locations

did

•

not

have

the

bandwidth

to

stream

video,

so

they

were

removed

from

the

calculation.

This

created

a

better

metric

of

the

situation.

Became

much

more

targeted

with

the

testing

to

get

to

the

route

of

the

problem.

•

Worked

with

the

network

team

to

ensure

the

Quality

of

Service

(QOS)

settings

were

corrected.

•

Established

a

standard

for

router

settings

and

ensured

they

were

implemented.

•

Worked

with

the

network

team

to

ensure

non-

critical

data

traffic

was

rescheduled;

which

was

•

also

beneficial

to

normal

business

operations

as

the

traffic

was

better

suited

to

be

pushed

during

non-

peak

hours.

Established

a

comprehensive

checklist

of

all

the

critical

path

items,

which

was

completed

prior

•

to

every

broadcast.

Held

planning

meetings

for

upcoming

events

to

ensure

all

contingencies

were

covered.

•

Completed

testing

at

individual

sites

that

were

still

experiencing

issues

until

they

were

resolved.

•

Management

of

the

raised

floor

environment

of

a

70,000

ft

data

center;

relocate

and

consolidate

all

IT

equipment

for

a

company

with

over

70,000

employees.

Relocated

all

computer

equipment

from

the

US

and

Europe

without

major

incident,

which

kept

business

critical

applications

running

with

minimal

downtime.

I

maintained

world-

class

cabling

and

documentation

standards

for

long-

term

success.

The

Data

Center

is

the

envy

of

the

Coca-

Cola

family

and

has

run

with

only

one

outage

for

over

11

years,

and

assembling

a

track-

record

of

99%+

availability.

Oversaw

the

installation/removal

of

over

3

miles

of

Cat

6

cabling

and

100,000

plus

fiber

cables.

• Developed,

built

consensus

agreement

for,

and

wrote

standards

and

best

practices

which

were

subsequently

fully

supported

by

the

business

units.

• Teamed

with

another

PM

to

manage

consolidations

and

relocations

of

varied

types

of

equipment

from

across

the

US

and

Europe.

• Developed

strong

project

plans

detailing

every

aspect

of

movement

and

installation

following

world-

class

standards.

• Completion

of

European

Printer

upgrade

that

was

urgently

needed

as

the

printer

software

was

out

of

support

and

caused

repeated

issues.

I

managed

Go-

Live

events

with

new

software

without

disrupting

bottling

operations.

This

increased

printer

availability

considerably.

• Revised

methodology

to

deploy

new

software

eliminating

outages

that

had

encountered

during

earlier

rollouts.

• Eliminated

the

majority

of

the

travel

expenses

that

were

required

with

old

methodologies.

• Oversaw

application

development

activities.

• Dramatically

increased

speed

of

deployments

from

1

month

to

one

week

per

site.

• Completed

project

before

projection.

Managed

vendors

and

technology

partners

to

improve

processes

and

save

costs

•

Met

with

numerous

partners

and

vendors

to

find

best

quality

at

lowest

cost.

•

When

issues

were

encountered,

established

criteria

that

must

be

met

to

continue

to

be

a

•

preferred

vendor.

Re-

evaluated

all

vendor

relations

every

2

years

for

price

reductions

with

each

effort

resulting

in

•

5-

10%

price

reductions

across

the

board

saving

the

company

over

$50,000.00

in

2006

alone

in

material

expenses

(as

reflected

on

supplier

invoices).

Managed

relationship

with

Customer

Business

Solutions

maintaining

hosting

revenue

of

•

$400,000.00

per

year.

Established

new

guidelines

and

streamlined

processes

to

speed

delivery

of

server

builds

by

•

eliminating

redundant

steps

in

the

approval

process

from

2

weeks

to

1

Jan

1997

Suburban

Lodges

of

America

-

Jul

2002

MANAGER

OF

CONSTRUCTION

SERVICES

A

small

fast

growing

Extended

Stay

Hotel

company

needed

to

open

20

hotels

in

one

year;

however,

the

most

they

had

done

previously

was

5

in

a

year.

I

built

a

team

to

turn

a

construction

site

into

an

open,

revenue-

producing

hotel,

including

all

logistics,

deliveries

and

services

arriving

and

installed

in

a

timely

fashion.

• Built

a

strong

checklist

of

all

items

required.

• Hired

team

of

5

Project

Managers

and

assigned

locations

taking

geography

and

schedules

into

account.

• Scheduled

and

held

weekly

calls

with

each

Project

Manager

to

review

their

progress

and

assist

as

required.

• Traveled

as

required

to

troubleshoot,

reinforce

priorities,

and

ensure

deadlines

were

completed

on

schedule.

• Record

number

of

Hotels

opened

the

first

year

(20).

This

project

management

structure

continued,

and

the

company

went

from

15

hotels

to

over

100

in

five

years.

Education

1983

to

1985

Auburn

University/Georgia

State/Kennesaw

State

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