Manager Project

ROBERT SUNDBERG

**** ********** **** *****: ******@***.***

Westbury, NY, 11590 Cell: 917-***-****

OBJECTIVE

To assume an IT Management position offering the opportunity to extend my proven track record of increasing

revenues and reducing expenses by leveraging my experience building infrastructure that supports new business

development while optimizing the efficiency of processes.

PROFILE

Strategic and tactical global technology leader who significantly enhanced the profitability of a major global financial

institution by effectively managing global infrastructure and executing large scale programs that optimized computing

environments to drive business performance. Influential thought leader with demonstrated expertise in building teams

and designing processes that result in multi-million dollar cost savings while improving service quality. Respected and

approachable manager whose reputation for open communication and fairness have attracted and retained top

technology talent.

EXPERIENCE

J.P. MORGAN CHASE & Co

Global Technology, Executive Director 2008 – Sept-2012

Global manager of the Systems Administrator group, managing all aspects of the Unix and Wintel team, including 24 x

7 support, risk management, production migrations, OS upgrades, patching and execution of all IT infrastructure

projects.

Eliminated expenses of the World Wide Securities Services business $1.2 million while reducing system outages 70%

by conceiving, planning, winning approval for and executing an offshore initiative:

• Initiated and conducted a comprehensive analysis of workload, processes, metrics and talent to devise a

plan for reducing costs 15% while improving systems performance.

• Proposed a low-risk “Level 1” pilot program that won management confidence by demonstrating proof

of concept.

• Recruited and retained a team of 23 System Administrators in Mumbai, effectively preventing the

region’s rampant turnover problem by strategically offering compensation equal or better than the local

competition and creating a formal advancement process that provided challenging learning opportunities.

• Reduced turnaround time for delivery of system request by coordinating teams in Dallas, India, UK and

New York into a “Follow the Sun” service model. Maintained daily schedule of status calls and meetings

to ensure cohesion. Leveraged teleconferencing capabilities to build cross – cultural teamwork while

minimizing travel expenses.

Global Manager, Business Aligned Technology Team 2005 – 2008

Eliminated $4 million in operating expenses while increasing controls and data privacy by insourcing and reorganizing

a global technology infrastructure support organization supporting the Treasury Services business that processes

trillions of dollars in Money Transfer payments daily. Reduced headcount of 225-person team of System and

Database Administrators, Project Managers and Service Delivery professionals 20% by leveraging automation, global

strategy and reevaluation of business requirements.

• Analyzed and partnered with the business to document their support requirements, ensure the appropriate

support model and align technical skills to provide the highest level of global support 24 x 7.

• In six months, reduced the number of technical outages 60% by building and implementing a valid

metrics and governance model as the foundation for managing and measuring the support team’s

performance.

• Significantly reduced cost while expediting execution of level 1/ 2 work and freeing resources to meet

project demand by successfully implementing a “Follow the Sun” service model. Strategically reduced

the number of people required in higher cost markets which lowered expenses for seven businesses being

supported.

ROBERT SUNDBERG, p. 2

• Forged strong relationships with client businesses by establishing a Service Delivery team, a single point

of contact that was dedicated to understanding, resolving and anticipating client problems. Facilitated

proactive identification and handling of issues before the client was impacted, which resulted in

unprecedented satisfaction metrics.

IBM

Global Manager, Business Aligned Service Delivery Team 2003 – 2005

Key contributor to the success of JPMC’s outsourcing initiative with IBM by establishing a relationship management

function that produced clear, mutually understood communications, ensured accountability for service level

agreements and made the outsourcing agreement work for both parties.

• Partnered with JPMC to build a governance model for managing the services IBM was contracted to

supply. Provided transparency by establishing metrics and regular forums ensuring priority service issues

were addressed.

• Reduced service outages 40% by leveraging agreed-upon service metrics to define and execute

improvement plans.

• Led transformation of technology/business relationship from ad hoc projects and fire drills to a strategic

partnership and ongoing planning dialogue ensuring that infrastructure investments supported business

objectives.

J.P. MORGAN CHASE & Co.

Global Manager, Projects and Program Group 2000 – 2003

In one year, reversed pattern of missed deadlines and budget overages impacting over half the infrastructure projects

across the firm by establishing and leading formal governance processes. Managed global team of 60 project managers

with a portfolio of over 250 projects.

• Developed a standard project initiation process globally ensuring resources were assigned and projects

started in a timely manner.

• Established a weekly review process with the business that monitored and negotiated scope changes to

ensure expectations were being properly managed.

• Held team accountable by establishing relevant performance metrics and scorecards.

• Optimized performance of the team by individually coaching less experienced team members, ensuring

all tasks were clearly defined and understood. Also established quality forums where project managers

would come together in small groups and leverage the experience of others to disseminate best practices.

RS Management Consulting 1998 – 2000

Principal

Enabled numerous private and public sector client organizations to eliminate millions in operating costs while

increasing client satisfaction by managing large technology programs and consulting to IT managers on how to build

high performance teams. Principal clients included: Bank of Boston, JFK International Airport and EZ Pass.

PRUDENTIAL INSURANCE CO.

Vice President, Distributed Computing 1997 – 1998

Led technology team supporting 3,000 servers and 25,000 desktops. Saved $5 million over a two year period by

developing an enterprise-wide Distributed Systems Support model, planning and executing Data Center

consolidations, building a global organization structure and upgrading technical support skills.

ROBERT SUNDBERG, p. 3

MARSH & McLENNAN, Inc.

Vice President, Distributed Systems 1996 – 1997

Managed global Help Desks, Desktop support, LAN infrastructure and vendor contracts. Saved $800,000 by

renegotiating vendor outsourcing contract. Executed programs that resulted in financial saves and improved

infrastructure availability for internal and external clients.

CHASE MANHATTAN BANK

Vice President, Global Trading Technology 1988 – 1996

As Senior Project Manager, successfully led $100 million dollar program creating integrated state of the art

infrastructure for trading floors in Tokyo, London and New York. Subsequently managed trading floor infrastructure

globally, ensuring the business fully realized the benefits of new technology, including follow the Sun cost efficiencies

and virtual teamwork.

EDUCATION & PROFESSIONAL DEVELOPMENT

Grumman Data Systems Institute

Various Management Development Courses

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