Eric S. Pierson

www.linkedin.com/in/eric-pierson-39072518

** ****** **., ********, ** 18954 acuiua@r.postjobfree.com 215-***-****

IT Director and Operations Professional

Driving Execution by Translating Broad Plans and Roadmaps into Tangible, Measurable Results

15+ years as a confident large-scale enterprise-wide IT solution and operations leader with additional expertise in technical consultancy. Proven abilities in managing through change, enabling exponential growth, defining critical objectives, building consensus, and implementing actionable plans in collaboration with key internal stakeholders, vendors and third parties.

Bridging the Gap between Operations and IT: Adept at building collaborative, productive relations between multiple internal departments and stakeholders. Able to define and align objectives and translate overall business needs and requirements into practical solutions utilizing a business partner management model to coordinate activities.

Dynamic Project Management: Able to manage resources, budgets and timelines to drive accountability and keep key projects on track. Adept at blending superior communication skills with technical knowledge to achieve measurable results.

Championing Emerging Technology: Uncovering solutions through detailed research, impact assessments and by opening productive communication with internal SMEs on technical needs to produce seamless customer solutions.

Business Process Optimization Organizational Design Budgeting & Resource Planning Turnarounds/Rescue Efforts

Legacy System Modernization M&A Migration/Consolidation New Product & Technology Launch Roadmap Development

Time & Resource Optimization Custom Application Development Budgeting & Resourcing Workflow Analysis

Complex Problem Solving Strategic Planning Continual Process Improvement Metrics & KPIs Team Leadership

Professional History

Hewlett Packard Wayne, PA 2014 – 2015

IT BUSINESS CONSULTANT March 2014 – November 2015

Initially hired as part of the Shunra acquisition, with primary responsibility to move the Shunra systems into HP as seamlessly as possible. Due to the nature of the acquisition, the move was required to be completed in a one-day cutover. Subsequent to the move, tasked with integrating Autonomy systems that HP had not been able to move in the four years since the Autonomy acquisition. Responsible for defining migration requirements, determining IT budgets and ensuring all critical systems and processes held zero negative impact to customers.

Strategic Leadership and Integration Highlights

On the one-day cutover, directed a wide range of complex, team-oriented efforts that successfully delivered the complex project with zero downtime, starting the project at 5 PM on Friday and completing it twelve hours later 30 miles from the original location.

oShut servers down and 5 PM, and moved hundreds of apps and dozens of servers, successfully networking in the new environment by the morning deadline. Orchestrated move and ownership transfer of all web elements (domains, DNS, Global Libraries).

oLed seamless transition of all website traffic to the new HP site with zero network glitches or customer service interruptions.

Fully integrated all Shunra systems into HP within the three-month post-acquisition deadline. HP had four primary hosting locations, all of which needed to host Shunra environments error-free. Additionally utilized a fifth location that had never been used for internal services as the four primary locations were not suitable. The four primary locations included a next generation data center (NGDC), cloud service manager (CSM) based on VMWare technology, cloud service automation (CSA), and Helion, the customer-facing cloud application both CSA and Helion are based on Open Stack software. Additionally, some servers were moved to a whitespace location named Purgatory used for non-compliant hardware.

After the completion of the three-month integration, selected by the head of IT for HP Autonomy integration to integrate all Autonomy systems that had been stalled over the previous four years. Over 15 months, successfully integrated four of the remaining seven legacy systems into HP before the HP split which also ended the contract.

Performed network mapping for separation planning to improve individual unit functioning post-integration. Efforts here determined the locations’ network needs and identified additional unused IP space.

Shunra Philadelphia, PA 2008 – 2014

IT DIRECTOR January 2010 – March 2014

Promoted after one year of exceptional performance to take over complete technological responsibilities for offices in the US, UK and Israel. Assumed contract management and budget creation for all offices and IT staff. Managed technicians at offices in Philadelphia and Israel. Created customer analytic reports. Managed partner relationships for all software, networking and supporting infrastructure.

Strategic Leadership Highlights

Planned, coordinated and executed a move of the Shunra office in Kefar Saba Israel to Hod Hasharon Israel. Completed the six-month project on time, under budget and within scope.

Created systems to help in paid customer training, working with the application engineers to create technology-driven sales aids, cut costs and improve application performance. Additionally worked with consultants to implement sweeping changes in the company’s Salesforce environment.

oDesigned all forms in a uniform fashion to create an easier to use experience.

oCreated a playbook directing the sales team in how to use the system more effectively, building visibility into results for management to review, and purged outdated data that previously required manual exclusion.

Spearheaded the design and implementation of system architecture for multi-platform, multi-project software development environment which increased system availability for the development and QA team to reduce man hours lost to downtime during testing cycles.

Planned and implemented acquisition of IT systems by HP. Redirected application environments, decommissioned redundant equipment, migrated hosting systems, exported Salesforce data, and transferred server infrastructure to HP.

Operational Excellence

Redesigned and implemented new company-wide software backup procedures to expedite recovery of files and reduce reliance on tape backup. The new onsite staging system replaced the previous offsite tape backup system and reduced the daily backup time from one hour to less than five minutes.

Implemented, managed and maintained a helpdesk ticketing system with five support employees.

Developed, managed and monitored the budget for all IT operations including telecommunications, hardware and software purchases, support and maintenance contracts, project planning and infrastructure improvements.

Managed all system upgrades including simultaneous replacement of critical system hardware in the US and Israel.

Played a key role in website maintenance and management by negotiating server-hosting contracts, specifying server hardware and software requirements, and installing a local website development server that mirrored the production environment.

Instituted and ran weekly meetings to review current IT issues in all locations and advise the management team of any business-critical issues to be addressed and resolved.

Replaced firewall in US and Israel simultaneously due to compatibility issues that required systems to be replaced in unison with no additional unplanned downtime.

Converted to an external email provider lowering costs and improving reliability. Migrated to Office 365, saving 64% through online hosting over four years and more than 60% over eight years.

Profit and Revenue Highlights

Performed a comprehensive cost analysis on email systems comparing the current number of required licenses to the cost of new servers and ongoing maintenance over a four-year period.

oEfforts resulted in a migration from internal exchange servers to a hosted environment, removing four on-site servers used to manage corporate email and reducing operating costs by over 40%.

oSuccessfully improved the email deliverability by removing several points of failure at each location.

oUpgraded the firewall systems in the US and Israel improving network performance and adding IPS protection.

Reduced mobile telecommunications costs for voice and data by nearly 30% through account management, negotiating improved corporate discounts, and significantly reducing conference-calling costs.

IT MANAGER September 2008 – December 2009

Initially hired to manage only the Philadelphia office and rapidly promoted to a broad IT management role after an IT contractor was overwhelmed with work volume. Provided both on-site and remote technical support for over 100 employees at offices in the US, UK, and Israel. Managed offsite tape backup software updating backup locations, tape groups, and backup scheduling. Managed internal VoIP phone systems. Maintained video communication equipment in the Philadelphia and Israel offices as well as remotely deployed independent systems to key employees in the US, allowing access to company systems through the VPN.

Identified and rectified a number of urgent issues including email outages, server reliability, nonfunctioning backups, insufficient system monitoring, and desktop issues. Specific fixes included:

oCorrected numerous critical system issues including a non-functional external email service and servers that were consistently causing weekly issues and work stoppages.

oImplementation of a new backup system to correct a non-inclusive, non-functional email system.

oImplementation of a ticketing system for IT issues that allowed for issue tracking and accountability.

oImplementation of a server monitoring and alert system.

oUpgrade of Shoretel VoIP software to integrate with Salesforce and Outlook.

Installed Windows Server 2003, Windows 2008, and Linux servers to improve infrastructure support by upgrading aging operating systems and installing more stable platforms for data management. Stabilized a largely volatile environment by eliminating both the security vulnerabilities of Server 2000 and the unplanned offline time of Linux servers.

Created and maintained desktop and laptop operating system images to expedite system reconfigurations and deployments. Moving to a deployable image moved the process from one week to just a single day.

Expanded the role to include expansive in-office and remote helpdesk support for all common office software and hardware issues including assistance with basic office applications and those related to specific business segments.

Cenveo Philadelphia, PA 2004 – 2008

ON-SITE CONTRACTOR March 2008 – June 2008

Handpicked after the company’s March 2008 reorganization to structure the new reduced office, manufacturing and distribution facilities.

Developed and implemented a comprehensive deployment plan for a new office which included network infrastructure, server environment, backup/ restore procedures, and PC applications. Also installed email and file services, a VOIP phone system, a VPN connection to the corporate offices, desktop and laptop installation and remote support services.

IT ADMINISTRATOR March 2005 – March 2008

Promoted to IT administrator after one year of services as help desk support technician. Responsibilities included server maintenance, backup management, desktop support, and management of an online ticketing system. Provided both on-site and remote technical support for over 150 employees in three office locations. Installed, configured, and maintained Windows 2000 and 2003 servers. Managed an IWAY print-on-demand web server allowing customers to place orders online.

Installed and maintained networking equipment to support internet and intranet connectivity. Backed up vital production and operations data to tape on a weekly basis using ArcServe. Reviewed inventory management and variable printing hardware and software options for clients.

Reduced end-user and production downtime through expedited repair of hardware and software issues.

Created, developed, and implemented a valuable print system which included hardware software, variable print and client data import. The third-party web interface allowed previews for single print runs enabling rapid changes to business cards and stationery. The integration eased importation of mass online orders into the digital printing system and reduced the process from a few hours to a few minutes.

Developed and led complete onsite training program at customer locations for the IWay print-on-demand stationery service.

Created a mass duplication technique to facilitate creation of flash drives for customers. Efforts eliminated the need for employees to perform the task manually and reduced costs by allowing one person to do it in less than a day.

Planned and implemented a six-week office relocation for sales and QC staff of six.

Installed and maintained a production and operation RAID (Redundant Array of Independent Disks). Replaced the original single-system made up of JBOD with a RAID that removed a single-disk failure risk.

ON-SITE DESKTOP SUPPORT January 2004 – March 2005

Performed general help desk support, network troubleshooting and repair for 50 onsite employees. Responsibilities included server hardware replacement, server rack rewiring, network connectivity troubleshooting and repair for end-users, and printer maintenance when needed. Additionally served as an onsite technician for Microsoft NT/2000/XP systems.

Early roles included work as an on-site help desk technician for the 3rd party support company Bactec from 2001 to 2004.

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