Project Manager Service
Resume:
Michael T. Ryan
973-***-**** ( Springfield, NJ 07081 ( ****.*******@*******.***
Service Delivery / Project Management
Dedicated professional combining over 15 years of operational service
delivery and project management experience including service transitions as
both a supplier and a customer. Possess excellent interpersonal and
communication skills when interacting with superiors, peers, and
subordinates. Assimilate information to analyze situations and make
focused real-time decisions quickly and accurately. Thrive in dynamically
changing, high-pressure environments and adept at conflict resolution
essential to effectively and efficiently manage project resources and
deliverables. Proven ability to solution and staff support engagements and
to create and lead training programs.
Core Competencies
Account Management ? Budget / Cost Control ? Cost-Savings Initiatives ?
Program Management ? Organizational Transformation ? Craft SOWs (In Excess
of $10 Million) ? Vendor Selection & Negotiation ? IT Infrastructure
Analysis (Site Services & Service Desk) ? Risk Management ? Gather
Requirements & Analyze Gaps ? Solution Design & Implementation ? Detailed
Documentation & Reporting ? Performance Management ? Quality Metrics -
Service Excellence ? Continuous Process Improvement ? Root Cause & Trend
Analysis ? Conflict Resolution ? Business Continuity ? Relationship
Management ? Team Building & Leadership ? Retail Management
Professional Experience
Johnson & Johnson Inc., Raritan, New Jersey
Consultant - Strategic Sourcing / Global Service Delivery Manager - (MD&D)
(9/2009 - Current)
Hired to review and consolidate the application support contracts for
Medical Devices and Diagnostics (MD&D) (support portfolio is approx. $10M
in 2009) and to provide on-going operational application support.
Selected Accomplishments:
. MD&D Optimization - Working with other Service Delivery Managers on a
2009 savings optimization project, collected, consolidated, and reported
MD&D operational support data for all MD&D Operating Companies (OpCo) and
support supplier (OpCo support costs as detailed in SOWs / Supplier costs
as detailed in actual invoices) exceeding the $957K targeted savings by
$10K for 2009.
. Application Support - Worked with individual MD&D OpCos to standardize
and consolidate application support for 2010. Additional consolidation is
planned for 2010 to yield additional savings. Gathered requirements and
crafted numerous support solutions for many MD&D OpCos - including
writing and executing the SOWs and staffing the engagements.
Dell Inc., Round Rock, Texas
Consultant - Program Field Services / Transition Project Manager (12/2008 -
8/2009)
Hired as a Subject Matter Expert to establish one Deskside support
structure for the State of Georgia (SoG) across 12 state agencies all at
different levels of maturity (45,000 devices / 1,200 locations) based on 4
Tiers of Service Levels tied to VIPs and Campus / Remote locations.
Developed territories for technicians based on the concentration of assets
and the SLA structure. Solution included 50 secured lockers strategically
placed throughout Georgia to house $300K of loaners and spares using Dell
refurbished /evaluation units to satisfy SLAs. Developed a depot support
strategy for State of Georgia associates who worked out of their homes
utilizing Dell's level 1.5 Service Desk, remote control, and UPS stores for
mail-in.
Selected Accomplishments:
. Field Services Transition - Site visits / surveys - Responsible for
visiting all state agencies (Detention Centers, Prisons, Mental
Hospitals, State Parks / Lodges, Tax & Tag Offices, Drivers Licenses
Facilities, etc.) to understand the complexity and challenges of their
infrastructure.
. Parts Solution - Responsible for establishing a repair or "replace on
fail" strategy for out of warranty devices across all agencies to include
DEX parts ($450K budget) or Dell refurbished and evaluation devices
($300K budget) - If the cost to repair was more the 75% of the
refrub/eval cost, the unit was replaced by a refurb/eval unit.
. Technician & Locker Logistics - Negotiated with each agency to secure
space for 60 technicians and 50 lockers.
. On boarding - Worked with the State of Georgia, Dell HR, and Dell
associates to establish the on boarding process for the Dell program
(Approx. 80 resources). Tracked the status of items such as Drug Tests,
Fingerprinting, Background Checks, State Badges, etc. Procured numerous
items included with on boarding for all steady state resources such as
Cell phones, Laptops, Broadband cards, Car Rentals as necessary, etc.
. Mobile / Remote User Support - Working with Dell, IBM, and the SoG
established a depot support model for individuals who worked for the SoG
from their homes or were travelling.
. PC Installation Logistics - Established an off-site delivery solution
utilizing UPS stores as the SoG refused to accept any PCs and related
hardware. Additionally, established a delivery method with email
notification using Freight Solution Providers (FSP) to get equipment from
Dell's merge center to the UPS stores.
. Reports and Documentation - Created Site Survey reports, Process Flows
(Visio), Process & Procedure Guidelines (Services Management Manual),
Training Guide, Gap Analysis and Risk Assessment Document, Assumption of
Service (AoS) Document and Watch Item Check List.
. Technician Training - Worked with Program Field Services as a SME to help
schedule and deliver Saturday training classes for technicians detailing
the future support model for the State of Georgia.
Pfizer Pharmaceuticals, New York, New York
Service Delivery Manager (06/2003 - 08/2005)
Project Manager (08/2005 - 12/2007)
Site Services Transition Lead (01/2008 - 12/2008)
As a Service Delivery Manager for Pfizer, established many common processes
across all business units. Promoted into a project management role and
helped create the Global Service Operating Model (GSOM) and select a
primary global support supplier from a field of 16. Worked with other
service towers to negotiate to a Master Service Agreement and service
aligned Statements of Work. Once the provider was engaged, was asked to
take a lead role in both the transition of site services in Europe and act
as a Subject Matter Expert (SME) to ensure global consistency in the
transition of site services and service delivery.
Selected Accomplishments:
. Site Services Transition Lead - Managed the transition of Site Services
(Deskside Support & Infrastructure Support) in Europe from numerous
incumbent suppliers to Hewlett-Packard (21 Countries, 86 Sites / Markets,
28,000 PCs, 4 different support models) over 8 months with minimal
service degradation.
. Global Site Services Transition SME - Advised all Site Services
transition leads in transition approach and methodologies for Site
Services to ensure consistency in the transition of Site Services to HP
and on-going service deliver.
. Hewlett-Packard RFP Implementation Program - Acted in a program support
role for the RFP Implementation Program spanning 5 service towers.
Project creation, and review of forecasted vs. actual spend. Support Lead
for all Sourced Services Management projects (Cross-Service projects).
. Service Support Manager (SSM) - Served as SSM for 6 Pfizer Sites in the
US encompassing 2 business units, 3,200 PCs, with both on-site and field
force clients.
. Global Service Operating Model - Phase I - Project Manager - (Development
of working practices and processes across organization and sites). Led a
team of 5 contractors and worked with the Service Owners and their
delegates to develop a common global framework (the Global Service
Operating Model) utilizing common, consistent, repeatable processes and
terminology to detail and describe our services offerings down to the
Service Event level reducing year over year spend. Budget of approx. 1
million dollars.
. Global Service Operating Model - Phase II - Project Manager - Led a team
of 10 contractors across several work streams. The goal of this project
was to further prepare for the upcoming transition to the future Supplier
by detailing the "As Is" state of Pfizer's infrastructure at the time of
transition. Deliverables included a High-level project plan to
transition services to the supplier, Gap analysis and prioritization of
existing practices (documentation). Budget of approx. 3 million dollars.
. RFP Participation & Supplier Selection - Operating Requirements Team Lead
/ Site Services SME - Assisted in the creation of a RFP and
recommendation for the transition of commodity based services to a
consolidated group of suppliers or one supplier. Team lead in
representing the Operating Requirements for the RFP during supplier
written and oral submissions and supplier selection (weighted 25% of the
overall RFP). RFP went out to 16 suppliers of which 8 were invited to
present orally.
. Reallocation of work to the Service Desk - Worked with the Service Owners
and their delegates as a SME to assess operational tasks and associated
skill sets transitioning all Level 1 & Level 2 items that are Service
Desk eligible to the Service Desk
. Utility Player / Infrastructure Support - Worked with Service Owners and
their delegates as a SME to identify and transition all Level 1 & Level 2
items that are Utility Player eligible to the Utility Player and
establish the Utility Player / Infrastructure Support Model concept with
the services providing remote support and Site Services providing "Hands
& Eyes" infrastructure support at the site.
. Service Delivery Manager (SDM) - Established and conducted the weekly
Operational Review Meeting, pivotal in bringing pharmaceutical IT
together with corporate IT as one team for the first time in a decade.
Initially the approach and format was considered a corporate IT best
practice, it became the global Service Management Meeting, included all
divisions and is hosted by IT leadership.
. SDM - Supported and provided leadership & management in the
implementation of Client Services strategies, Corporate IT Strategic
Business Framework and Pfizer Values. i.e. ITIL processes, Global
Service Desk, Customer Focus, Teamwork, Quality Control, etc.
. SDM - Worked with IT managers, process owners, and clients to coordinate
and ensure effective, consistent delivery of IT projects and business as
usual services from a local, regional, and strategic perspective as
agreed upon within Service Levels (SLAs). Managed expectations and
communications with clients, stakeholders, and service providers.
. SDM - Liaised with the IT Customer Relationship Manager (CRM), and
assessed client IT requirements; worked with IT operations to ensure
service alignment in support of client requirements and facilitated
response to, and resolution of, client impacting incidents, changes, and
events related to delivery of IT services. Diagnosed, remediated, and
conducted root cause analysis of daily production issues including
customer inquiries, and production outages. Evaluated and recommended
improvements to IT service delivery; worked with IT operations managers
and business IT leaders to implement process improvements resulting in
improved customer service, increased productivity, and improved quality
of value add IT services.
General Electric Information Technology Solutions (GE-ITS), Erlanger,
Kentucky
Service Delivery Leader (02/1994 - 07/1998)
Site Services Transition Lead (08/1998 - 06/2003)
As a Service Delivery Leader for GE, developed best practices to increase
customer satisfaction across accounts as Seagram Beverage, Credit Lyonnais,
US Trust, and Pfizer. SME in the discovery, solutioning, and transition of
services to start-up of US Trust. As a Transition Lead, developed and
managed the transition of a Deskside support structure at Pfizer
encompassing 5 major sites in support of 10,000+ clients w/ approx. 100 GE
associates.
Selected Accomplishments:
. Met with Business Managers to discuss service performance (SLAs) on a
regular basis. Ensured SLA guidelines with clients were met and developed
scorecards for improvement opportunities including trend and root cause
analysis.
. Proactively pursued a client lead and by utilizing quality tools
developed this lead into a $3.4M level 2 deskside support win at a 30%+
margin.
. Recruited Network Support Engineers for Pfizer's MOPs Data Center that
led to over 1M in revenue at 35%+ margin.
. Designed and implemented a swap program for mobile users that made them
operational within two hours for KPMG.
. Instrumental in the development and implementation of Remedy helpdesk
call tracking system at Seagram Beverage.
. Responsible for all Help Desk service, Service Delivery, Desktop support,
and Asset Management for all US Trust locations with a user population of
over 2,000.
. Established and maintained spare parts and whole unit spares for
efficient repair and less down time at each site supported.
. Defined and negotiated Service Level Agreements (SLAs) for both on site
and remote users at each site supported.
. Interviewed, hired, and trained staff as needed, completed Performance
Reviews, Development Plans and on time submission of bi-weekly Payroll
summaries.
. Educated technicians on the proper interpretation of Service Levels and
how to monitored SLAs.
. Hired as a Logistics Coordinator to expedite parts delivery to on-site
technicians and was placed at KPMG to alleviate several logistics
problems
Other Professional Experience
Retail Management (1988 - 1994)
Education & Credentials
Education / Awards:
. Rutgers University - Bachelor of Science - Business Administration -
Finance (1992)
. Black Belt trained in Lean Six Sigma & Green Belt certified in Six Sigma
quality methodology
. Certified in ITIL Foundations version 2 & 3 process methodology
. Attended management seminars in personnel policies & best practices,
change management, interviewing, EEO, and GE & Pfizer leadership training
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