Ken Defilippo

Email: abqqer@r.postjobfree.com

Address: West Milford

City: West Milford

State: NJ

Zip: 07480

Country: USA

Phone: 201-***-****

Skill Level: Director

Salary Range: $175,000

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

Ken DeFilippo

West Milford, NJ 07480

Mobile +1-201-***-****

abqqer@r.postjobfree.com RESUME

Executive Summary:

Over 15 years Global IT Management experience specializing in Subsidiary Infrastructure consolidation, Infrastructure Deployment and Expansion, Logistics, Supply Chain, Transportation and Financial Industry Applications and Infrastructure. 220 Countries and territories located in APAC, EMEA, LATAM, and NA.

Experience in adopting emerging technologies and developing innovative solutions to operate the company more effectively and efficiently.

Outstanding leadership capabilities that turn around dysfunctional management groups into winning teams. Helping to develop my team members capabilities beyond their perceived limits, is a big part of my management priorities.

Exceptional problem-solver delivering new solutions as well as process improvements, which become enterprise standards, as well as operational models for others to emulate.

Proven ability of strengthening client relationships, enhancing service levels and reducing cost. Recognized as the go-to-person for results.

Led and managed teams in deploying, maintaining, and supporting an infrastructure of 42 Core Data Centers, 46,000 Distributed Servers, and 240,000 Desktop/Laptops in support of over 7,000 business applications, in an environment supporting 368,600 Enterprise wide change events annually.

Technology Experience:

Data Center Infrastructure, Citrix, Client Server Platforms, HP Blade Servers, Linux/Unix/Stratus, VMWare ESX, MS-Exchange, Tivoli SMS agents, Web Based Technologies, Windows and Apache Web Servers, BMC, Oracle DBs, EMC, SAN/NAS Storage and others, Desktops, Laptops, Productivity Suites, Win 7, Win 8, Linux, SQL, AS400, Mobile Devices, Right Fax/Load runner, Automation and Customer Facing technologies, Scanning Solutions, Helpdesk/Call Center Operations, Localized Applications, Proprietary Hardware devices, and others.

Education, Special Activities:

Masters of Business Administration, Minor in Information Management, Graduated with Honors

Computer Science Adjunct Professor, Dowling College Satellite program New Jersey, 1997-2004

Corporate Representative for the Asia MBA program, Stony Brook University, New York, 1997-2011

Volunteer for Pony Power of New Jersey

Instructor of Toltec philosophies and practices of wellness

Professional Experience

JP Morgan Chase Jersey City, NJ

Role: Vice President - CIS / Global Technology Infrastructure

Date: November 2011 to Present

Group Information and Purpose: Globally responsible to consolidate, improve and create logical and physical IT services consumed by applications. The services span across most Data Centers, the Global Network and Distributed Technologies of the organization. Design, create, Support and implement IT projects that include technology installation, the construction of data centers and deployment within raised floor environments.

Led the Implementation Engineering effort for a newly launched Data Center Refresh Program for North America. 32% of all targeted assets were decommissioned. Implemented a Last Man Standing charge program, which created motivation and incentive for Business Units to adhere to and meet timelines and due dates.

Directed the team to analyze all targeted devices to find opportunities for IaaS migrations. Existing physical configurations that were found to align with standard VM offerings were socialized cross functionally, and support was offered to make the conversions. These efforts increased the population densification, created Data Center white space within existing locations, and resulted in a cost avoidance of nearly $225 million.

Additional roles:

Participating in architectural pre-project IT planning sessions to convert requirements into highly efficient, redundant, and successful installations.

Recommending facilities upgrades and/or participating in sessions reviewing requirements, designs, and capacity requirements for IT.

Prioritizing IT consolidation/optimization opportunities into a recommended transformation program.

Working with vendors to create, change, and improve upon current product designs.

United Parcel Service Mahwah, NJ

Role: Global Manager for Capacity and Performance Management Group

Date: January 2007 to 2011

Group Information and Purpose: The CPMG ensures that all required IT infrastructure is provided at the right time, right volume, right price, and used in the most efficient manner possible for the business.

Led technical teams in the efforts to evaluate, configure, purchase and provision technology infrastructure needs world-wide. Routinely championed and effected changes within sphere of influence, as well as within client relationships and partnerships. By developing personal relationships with senior management I was able to introduce and motivate them to jump on board in supporting aggressive adoption rates.

By establishing automated methodologies and practices, and setting goals for introducing and implementing VMware into the Global Data Centers my teams successfully managed cross functional resources during Physical to Virtual, Physical to Physical, and Net New VM implementations. My teams met all goals ahead of schedule, resulting in a 42% saturation rate of VM into the Global Data centers within 2 years.

Designed enacted a 5 year cradle-to-grave lifecycle program for more than 223,000 x86 Infrastructure assets worldwide. The annual $36 million dollar program touched all desktops, laptops and Lin/Win servers, and protected the business from negative financial and technological impacts. These projects synchronized the physical replacements with application upgrades, and OS replacements. Budgeted funds were never exceeded and were leveraged to the maximum benefit of the organization.

Role: Global Manager for Corporate Technology Support Group

Date: March of 2005 to January 2007

Group Information and Purpose: CTSG manages IT resources to ensure that the business has what is needed to successfully deploy and support technology systems world-wide.

Assumed responsibility and revamped the strategy to bring subsidiary acquisitions into the support umbrella of the Global Technology Support Group. The initial assimilation project was behind schedule and over budget.

Worked with cross functional team leaders to leverage the existing project plan, execute additional testing, identify and take the necessary actions to recover the project. These actions regained scheduled milestones and completed the effort on time. In less than 1 year 225 sites were visited; 7,730 systems migrated to the new domain, and 1,856 PCs were replaced, ending the year at 98.41% to plan.

My objectives included the re-engineering of work flows within the subsidiary management organizations to align with the parent companys technology support processes. The efforts addressed tactical support of existing infrastructure while working towards the strategic blending of best practices for all business units. Legacy systems, Operating System Standards, Builds and Domains, Networks and Customer Facing Technologies, Helpdesk Support Operations, and Knowledge bases, all were within the scope of my teams efforts.

Was a leader in the enterprise effort to revamp the customer technology program to better protect UPS and its customers by moving from a single vendor to multi-vendor sourcing. Worked with legal counsel to modify customer contracts to protect the organizations data rights and authority.

Role: Automation Manager for Package Process Management Group

Date: January of 2003 to February 2005

Group Information and Purpose: PPM ensures that the IT organization is meeting the operational and logistical requirements of the business.

Created and implemented a vision of where operational reporting needed to be in order to bring value to the organization from the automated facilities. Lobbied with application and operations senior management, to have them champion and support working towards the vision.

As part of the process improvement on the existing system a flexible function was built to allow reporting to be customized at the site level, for their specific systems. This brought an enhanced clarity of information which provided performance and productivity gains in multiple locations.

Designed automated tools to be built into the reporting system which provided statistical data with regards to what reports are being used, by whom, and how often. This information was then used during future enhancement and design sessions to target value-add improvements, and retirement of functions that were no longer useful.

Established training for end users, coordinated product roll outs and ensured on-going support of the systems. These efforts contributed to removing 100 million miles from delivery routes since 2003, reducing fuel use by 10 million gallons and carbon emissions by more than 100,000 metric tons.

Role: Northeast Technology Manager for UPS Professional Services, (UPS PSI, Inc.)

Date: November 1999 to January 2003

Group Information and Purpose: PSI works with customers to identify technological, logistical, and supply chain areas for enhancements and improvements for their business. Enhancing the customer experience and managing the bottom line are the primary focus.

Led cross functional and cross company, dialog and planning sessions to evaluate the customers unique business requirements and find global solutions tailor-made for the their enterprise. These efforts included working with VP and C+ levels of customers in the Finance, Insurance and Real Estate (FIRE) industries which represented $4+ billion dollars (Fortune 100 accounts) in annual revenues. Some examples include:

Morgan Stanley ($15 Million): Through adopting and leveraging existing technologies the client was transitioned to UPS as the standard preferred shipping and logistics provider. Solutions implemented included EDI exchanges, shipping systems, and Custom Internet technologies, and were deployed throughout the US.

Canon ($30 million): Led the collaborative effort to create a Canon specific UPS eReturns solution. Data exchanges between UPS and Canon streamlined the returns process. Canon was able to leverage the information collected during returns for direct marketing of their products. This solution generated more volume, and eliminated over 1 million dollars of operational expenses.

Other clients included Bank of Canada, Verizon, Universal Theme Parks, Citadel Property Management Corp, Sony, TD Waterhouse, Aetna, Johnson Johnson, Pearson Education, Lenox, And others.

Role: Global Manager for International Technology Support Group

Date: September 1995 to November 1999

Group Information and Purpose: ITSG worked with newly acquired companies to introduce, train, and coach their IT resources to configure, deploy and maintain and manage the core business technology products world-wide.

As Project Manager I led the effort to introduce the DAID (delivery computer) and supporting infrastructure technologies into areas of operation outside of the US. Recruited and trained teams in the US to deploy regional and country specific versions of these cornerstone products.

Discovered, investigated and formalized an opportunity to redesign the International Mid-range systems in the Call center operations to leverage new technology and its capabilities. Worked with multiple SMEs at all levels to evaluate our annual spend on hardware leases, software licenses and support contracts in multiple countries, and sought out opportunities to align, reduce or eliminate them. This resulted in a six figure yearly cost savings in all regions. Solid project management ensured that the effort was completed ahead of schedule.

In addition to technological responsibilities, contributing to the profitability by growing the business was a priority. I volunteered to work with strategic accounts through a Customer Presentation Program. My efforts in this program contributed to $1.7 million of Win Back revenue, and $9.8 million of New revenue. In total the program presented to Fortune companies representing over $77 million dollars in the first year.

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