Customer Service Manager
Resume:
MICHAEL R. EAMOTTE
Farmingdale NY, 11735
abj4bf@r.postjobfree.com
OBJECTIVE
To be part of a successful customer support team, utilizing my exceptional
interpersonal skills and extensive technical background to deliver superior
management and world-class customer service and support.
PROFESSIONAL EXPERIENCE
Director of Relations Management for IT/Business Infrastructure
JetBlue Airways Garden City NY
March 2008- Present
. Managing IT staff for internal service support and budget to all
airline operations, inclusive of key areas: Service Desk Support,
Desktop Support, Web Infrastructure Services, and Server Team.
. Key Project implementer of new Remedy Platform from version 6 to 7.1
inclusive of Remedy AR, Change and Release Platform, Asset Management,
and all components of planning scope, configuration design, and
implementation.
. Redesigned entire process flow of Incident Management on the Service
Desk level, and process redesign of reporting and cataloging Major
Incident Process. This was inclusive of root cause on a management
level, as well as documentation that led to IT Leadership, defining
root cause analysis, and prevention.
. Key leader in IT design, strategy and implementation of JetBlue's new
Billion-dollar JFK Terminal 5 that went live in September of 08.
. Indentified as Key Stakeholder in IT RFI/RFP Outsourcing Team (JetBlue
IT IBP Team: Internal Business Partner/Managed Services Due Diligence, Balanced Scorecard, Outsourcing documentation review & Vendor
Selection Process)
. Tranistioned entire IT Support Model of my remit, documentation,
process, procedures, and all training of day to day operations of
jetBlue, over to Verizon Business Staff for outsourcing service
takeover.
Performed entire gap analysis of Verizon Business team to ensure that
proper staffing, procedures, and skill set were inherent, as well as
in place to ensure jetBlue was provided proper service for outsourcing
IT Infrastructure.
. Created, and implemented entire UAT Process for Test Deployment GO
Live of new JetBlue Terminal at JFK, providing Scorecard, and all
findings to ascertain implementation improvement for Actual GO-LIVE
Preparation.
. Managed budget and head count for entire IT infrastructure.
. Defined process for entire SAP platform and Asset procurement.
. Created several new JetBlue IT WebPages that were critical to turning
around customer perception, that included IT Metrics, IT Scorecard,
Customer Satisfaction Surveys, and Self Help/FAQ inquiries.
. Provided IT Leadership key statistical reporting on entire operational
performance through proactive network monitoring, Metrics and KPI
reporting, root cause analysis, defined IT processes, aligned ith
service level accountability, and use of key technical strategies
based on ITIL framework principles.
Vice President of Transversal Services Customer Care
BNP Paribas New York/Jersey City September
2006 - January 2008
. Managed IT Staff of 24 for internal IT support to Fixed Income,
Equities & Derivatives, Capital Markets, and Corporate Banking with
3400 customers nationwide. Direct report to Chief Technical Officer,
managing Customer Care Center, Hardware Services, Desktop Support &
Account Provisioning.
. Implemented daily, weekly, monthly reporting metrics that were aligned
with solid KPI's to ensure quality service delivery management. This
was inclusive of ACD volumes, Emails received, and Service Requests.
. Created semi-annual Customer Satisfaction Surveys, reporting results
to upper management and customers. The results then derived the
Service Improvement Plan or SIP for the Customer Care Support
delivery.
. Incorporated staff from a variety of support areas to provide an
integrated service approach aligning more with the ITIL best practice
framework and industry best practices.
. Implemented weekly Customer Care Meeting with all silo managers to
review go live support concerns, daily operational issues, new
software rollouts and process redesign.
. Interface daily with the Paris, London and Latin America support team
managers to maintain cross-team workflows. Implemented global Change
management process for North America and European support
stakeholders.
. This past year relocated and transitioned the Customer Care Call
Center from triage-based catch and dispatch service provider, to an
ITIL best practice single point contact Service Desk. This was
deployed with ITIL Framework, Cisco IPCC Express VOIP, and
implementing Remedy 6.1.
. Responsible for the seamless transition and relocation of 650 IT
support staff and IT Process from Midtown Manhattan to 525 Newport
Tower in Jersey City in August of 2007.
. With the Jersey City relocation, I managed the team that developed &
distributed the BNPP Global Desktop Image package. Utilizing SMS
across our Lotus Notes email platform. Using a standard UAT
environment provided clear version control, secured our Desktop
Lockdown Policy, and allowed us to distribute our antiviral
prevention.
. Created and documented training matrix program for all new hires, with
resource welcome kit.
. Streamlined, integrated and documented new SAP support process for
BNP's Accounting, Procurement & Purchasing departments.
. Created Technical Recovery Coordination process. The role of Technical
Recovery Team (TRC) is to act as a centralized point of contact and
communication in the event a highly disruptive outage occurs or a
disaster is declared.
. Managed the Steering Committee for ISO 9001 Certification and produced
Quality Manual documentation.
MIS Assistant Director /Client Support Helpdesk/Desktop Manager
Emerging Health Information Technology, Yonkers, NY December 2004
- September 2006
. Managing staff of 17 Helpdesk, and 7 PC Support technicians providing
end all IT supports for 3 major NY hospitals, Montefiore Medical
Center, Weiler Hospital and Bronx Lebanon Hospital.
. The Client Support Group Help Desk is responsible for providing a
single point of contact for client technical issues associated to
Hardware problems as well as Clinical, Financial and Business
applications. Supported over 12,000 Health care professionals which is
inclusive of 47 Remote health care facilities in the surrounding
areas, associated with these 3 hospitals.
. Helpdesk volume averaged 150, 000 calls per year with a 4% abandon
rate, with a 91 % FCR (First Call Resolution).
Help Desk Project Manager/Engagement Manager
OPCENTER, LLC, New York January 2003 -
December 2004
. Consultant assigned to Financial Services Company
. Managed user support and customer service teams providing Help Desk
(1st and 2nd level end user support); analysis and installation of
desktop solutions; education and technical end user support for
external customers and employees. This position required very strong
management, team building, customer service skills and experience.
Support Manager, JPMorgan Chase, Remote Access Support Team October
2001 - January 2003
OPCENTER, LLC, New York
. Provided Single Point of Contact for 1st and 2nd level 24x7 global
support for 31,000 users worldwide.
. Provided SOWs, timetables, deliverables and seamless transitions of
Support Teams.
. Initiated and executed remote vendor support processes.
Technical Support Manager
Smart Stream Technologies, New York March
2001 - October 2001
. Managed staff of (8) Tech Support reps providing 24/7 technical
support coverage for all clients.
. Provided external customer support to major brokerage houses.
. Prepared technical outline for all customers environmental, technical
and budget needs.
Helpdesk Support Manager
Chase Manhattan Bank, New York May 1997 -
March 2001
. Managed staff of 30+ Level 1 and 2 Helpdesk Technicians supporting
over 900 retail branches, with a total customer base of 55, 000.
. Accountable for Service Delivery Support budget of $3+ million
annually.
. Created staffing requisitions, conducted interviews, staff performance
reviews and appraisals.
. Created staff motivation by creating team environment workflow, with
incentive rewards for exceptional performance and accountability.
. Setup and executed Training Matrix Program for staff including
protocols for proper phone etiquette.
. Integral to efforts to redesign current call tracking and logging
techniques.
. Created monthly report to Vendor Management, for SLA Agreements for
all retail service providers i.e., (IBM, NCR, Compaq, Hewlett Packard,
etc.)
1996 1997 Senior Helpdesk Analyst, Chase Manhattan Bank
1995 1996 Level One Helpdesk Analyst, Chase Manhattan Bank
1993 1995 Master Terminal Operator, National Westminster Bank
1988 1993 Senior Console Operator, National Westminster Bank
CERTIFICATIONS
Cisco Certified Network Associate (CCNA)
Cisco IPCC Express/Call Manager
Microsoft Certified Systems Engineer (MCSE)
ISO 9001 Quality Management Certificate
ITIL Foundations Certificate
ITIL Practioners System Restore Certificate
Avaya Certified
Nortel Symposium
Aspect Call Systems
UNIX Administration Level 1, 2
TECHNICAL SUMMARY
Operating Systems: Windows NT Server/NT Workstation, Windows 2000 and
Professional, Windows XP and ME. As well as Windows platforms, Oracle,
Sybase, Novell 3.12, Novell4.11, DOS 6.22
Help Desk Systems: Cisco IPCC Express, Nortel Symposium, Peregrine Service
Center, Avaya, Remote Control, Nortel and Intel VPN Support Tools
Protocols: IPX/SPX, TCP/IP, Ethernet, VPN
Software: MS Office Suite, Netview 4.0, Teleview 4.5, Symantec PC/Anywhere,
SiteScope, HP Openview, HP DTA, Lotus Notes 4.6 - 5.1, Adobe Acrobat, Adobe
Photoshop 5.0, Corel CD Creator, Pagenet Pro, Oracle, Lucent ACD
Supervisor, Seibel Services, Norton Antivirus
EDUCATION
Suffolk Community College, Liberal Arts (1985 - 1986)
References Available Upon Request
Classification: Confidential Company: MISI Company, Ltd Information
Owner: Jodi Kulek Mayer
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