Management Manager

Zachary Marsh

**** ****** ** ****** ******, California (951) abhs7g@r.postjobfree.com

St 928**-***-**** m

Vice President/Director - IT / IS

Vendor Relations / Application Development & Support / Infrastructure

Architecture / Budgets

/Cost Containment / Enterprise Management / Information & System Security

IT manager with success in rapidly advancing positions with US West/Qwest

as well as a mid-sized financial services organization. Identified,

developed and implemented IT enterprise initiatives that improved operating

effectiveness and contributed to achieving business objectives. Managed

multi-site and multi-functional IT projects. Re-engineered organizations

and processes during acquisitions, mergers and consolidations of enterprise

systems.

Key Skills

. Creating strong working relationships between IT and business units.

. Developing creative solutions to complex problems.

. Training and maintaining multi-functional teams.

. Applying leading edge technologies and designing efficient systems.

. Relating well to people at all levels.

. Business case development.

. Project management. Migration and integration.

. Software development life cycle. Quality-gate method.

. Quality improvement process and scorecard measurement.

. Disaster Recovery, Security and Business Continuity.

. Verbal and written communication.

Education

. BS, Computer Science, Oregon State University.

Selected Accomplishments

Consolidated data center monitoring for US West, saving $7.5M.

. Built and managed an initial team of six IT infrastructure

professionals to consolidate monitoring functions.

. Reduced costs and eliminated duplication of functions by centralizing

the monitoring of 11 data centers.

. Developed business case to show efficiencies in consolidating IT

infrastructure monitoring.

. Negotiated with BMC and Boole and Babbage vendors on enterprise

management tools.

. Implemented a migration strategy and re-engineered processes and

standards across enterprise.

. Integrated enterprise systems management tools, centrally managed

change, release, incident, problem and configuration management.

Reduced billing center expense $3M by re-organizing to two centers for US

West.

. Evaluated proposal to outsource billing and developed business case

that demonstrated best solution was in-house function.

. Negotiated agreement to consolidate billing centers with marketing

business unit and union president.

. Negotiated with IBM and Pitney Bowes on printing and mail enclosing

equipment.

. Re-engineered processes and standardized printing and mail enclosing

equipment. Implemented plan under schedule and budget.

Integrated IT functions during organizational changes, saving $1.5M for US

West / Qwest.

. Acquisition of US West by Qwest required the outsourcing of IT

infrastructure operations to IBM Global Services.

. Collaborated with KPMG on organizational structure and financial

analysis of IT infrastructure operations.

. Developed functional analysis of IT operations.

. Integrated 500 operations personnel and functions to IT development

and a single client organization.

. Completed project four months ahead of schedule.

Enhanced internal client satisfaction by creating PMO for IT at Fidelity

National Financial.

. Collaborated with the client on process improvement.

. Designed and implemented processes and standards that successfully met

the client's needs.

. Implemented training and coaching that improved the timeliness and

quality of installations by project managers exceeding the client's

expectations.

Career History

Senior Technical Consultant, 2008 to 2009.

. Technical trainer of Cisco Active Network Abstraction software

management tool for large telecommunications organizations.

. Present training on architecture, functionality and operational

features for network and system administrators, operators and managers

supporting Network Operations Centers.

Manager/Key Accounts, Insurance Agent, 2004 to 2008.

. Sales and marketing of health insurance products to small and large

business accounts.

. Developed marketing strategies and a handbook of standards and

procedures for customer service and support.

. Collaborated with business leaders and performed product

presentations.

Director IT, Business System Group, Fidelity National Financial, 2002 to

2004.

. Director responsible for changes and upgrades to the IT infrastructure

enterprise wide.

. Defined strategy for data center consolidation and disaster recovery.

Saved $.5M in labor costs.

. Project managed the migration of business applications to a vendor

hosting site.

. Managed the implementation and support of call center telephony

systems. Responsible for disaster recovery and security. Directed 25

staff.

Senior Director, IT Development, Qwest, 2001 to 2002.

. Directed new development, maintenance and systems testing for region

billing applications impacting 7 of 14 states.

. Managed application quality with clients and tracked KPI metrics by

conducting monthly scorecard reviews.

. Redesigned cash collection system and migrated from legacy assembler

to C++ resulting in greater efficiency and flexibility for future

changes.

. Vendor management of Tata Consultancy Services.

. Managed 100 offshore and 30 onshore contract personnel supporting

software maintenance and a fulltime staff of 176 with a budget of

$24M.

Senior Director, IT Service Management, US West/Qwest 1998 to 2001.

. Managed enterprise wide support of 1,000 applications 24X7 providing

change, release, incident, problem, and configuration management.

. Managed application SLA with clients and tracked availability metrics

by conducting monthly scorecard reviews.

. Developed business case and negotiated with BMC Software on capital

and maintenance costs for tools.

. As Project Director re-engineered standards and processes and

integrated enterprise automation tool supporting IMS, DB2, ORACLE, MS

SQL, Ingress and Sybase databases enterprise wide. Saved $2M in

expense by reducing software tool contracts.

. Completed Oracle version upgrade and standardization for 254

databases.

. Vendor management of BMC Software and Oracle.

. Directed project management for application releases and projects

utilizing Quality-gate methods and monthly status reporting. Managed

$40M budget and 500 staff.

Director, Enterprise Architecture, US West 1997 to 1998.

. Led systems management, performance and security architecture for IT

infrastructure enterprise.

. Directed IGS on IT operations process assessment to improve change,

problem, and release management.

. Project Director of architecture development and tools selection for

enterprise wide systems management.

. Completed financial analysis on enterprise management tool reducing

costs by removal of certain tools.

. Vendor management of IBM Global Services, HP, Boole & Babbage, SUN

Microsystems and CA.

. Chaired IT Infrastructure Architecture Standards committee guiding

infrastructure executives to ensure consistency with Enterprise

Architecture Roadmap.

Director, IT Service Management, US West 1994 to 1997.

. Director responsible for 24X7 monitoring of US West technology

infrastructure enterprise wide.

. Managed infrastructure SLA with clients and tracked availability

metrics by conducting monthly scorecard reviews.

. Provided leadership in managing all changes, releases, incidents and

problems.

. Managed a team of system availability managers focused on 99.999

customer availability for the enterprise.

. Managed the operation of three billing centers supporting 25 million

customer accounts.

. Vendor management of IBM, Pitney Bowes and Wallace Paper.

. Managed $27M budget and 250 staff.

Manager, Development & Disaster Recovery/Security, US West 1990 to 1994.

. Directed new development and maintenance for regional billing accounts

processing applications.

. Initiated and led the redesign and implementation of the change

request process resulting in a 25% increase in meeting customer

requests.

. Project managed the development and implementation of policies and

standards for disaster recovery and security affecting 1,000

applications and infrastructure.

. Project managed 13 projects providing monthly status to the CIO and VP

of IT operations. Engaged with all levels of management affecting

5,000 IT employees.

Earlier, progressed through continually advancing IT positions with US West

and Pacific Northwest Bell.

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