Service Management

JEFFREY A. NEWSTROM

Bedford, Texas 817-***-****

****.********@*********.*** linkedin.com/in/jeffnewstrom

ITIL Service Delivery Account Management Operational Efficiencies

ITIL Service Delivery Management Professional with extensive expertise managing enterprise-wide operations impacting bottom line and performance through expert development of creative IT solutions aligned to corporate mission. Builder of high performance teams, providing guidance, and motivation to exceed organizational objectives. Profitably manage multimillion-dollar accounts and improved efficiency through skillful implementation of leading edge technical solutions.

Strong Communicator Executive Account Leadership Revenue/Cost Leadership IT Strategy Operations Management Strategic/Tactical Planning Multimillion Dollar Budget Management KPIs Telecommunications Cross-Functional Team Leadership Procurement Project Management Customer-Driven Solutions Relationship Builder Trusted Advisor Global International Collaborator Process Improvement Root Cause Analysis/RCA Consult Critical Business Functions Service Level Agreements Service Desk Operations Business Continuity ITIL Certified

Leveraging Remedy & Service Manager System Management Tools

NOTABLE ACHIEVEMENTS

Lead 225+ member team of Managers and Technicians responsible for the delivery of IT Operations.

Responsible for $48mm annual revenue delivery.

Championed the introduction of HP Operations Management Tools reducing Service Delivery cost by 43% and improving IT system availability by 32%.

Established support Service Desk providing level 1 support services achieving a “first call resolution“ rate of 80%.

Developed a “follow the sun” service support model reducing overall support cost by 52%.

Leveraging ITIL Change/Release Management best practice, reduced production failures due to change by 70%.

Introduced structure to production support process reducing major production outages by 67%.

Achieved 100% business continuity through two major hurricanes.

Captured $90M annual savings through the successful consolidation of three processing centers.

Increased system availability to 99.6% reducing outages by approximately 2% through focused efforts to address and eliminate re-occurring and chronic failures.

Senior leadership contract capture team, developed and presented public sector service proposal (approx.. value $240m) in response to Service Delivery bid request.

PROFESSIONAL EXPERIENCE

Hewlett Packard Enterprise(HPE), Dallas, Texas 2011-2017

Account Delivery Manager, Federal Reserve Bank(FRB)

Provided leadership to a 225+ member team of technicians and managers responsible for the delivery of all aspects of IT Operations including infrastructure development/support and application delivery. Responsible to HPE for $48mm annual revenue delivery.

Performed as the primary HPE point of contact to the customer, both line management and senior level management, responsible for timely communication and dissemination of operational performance, production results and program plans.

Leveraging ITIL Service Delivery, enhanced established Service Level Agreements and Operating level agreement ensuring service delivery efforts met and exceeded expectations.

In collaboration with Client Leadership, lead efforts to develop and communicate strategic operational direction. Specifically, developed and communicated strategic plans associated with daily service delivery, strategic development and improvement plans.

As a member of the senior HPE leadership team, delivery efforts exceeded revenue projections while holding cost to established financial agreements.

JEFFREY A. NEWSTROM Page 2 ****.********@*********.***

Drove organizational re-alignment to fully leverage ITIL Service Delivery best practices resulting in improved service delivery as measured by established Service Level Agreements and Operating level agreement.

Ensured assigned HPE management team adopt and implement a continuous improvement program supporting the maturing of in place, ITIL 3.0 based, Service Delivery processes including Incident, problem, change, release management and continuous improvement.

Through ITIL best practices across all service delivery disciplines, formalized processes and procedures resulting in timely communication and tracking of delivery commitments.

Transformed Service Desk from a “Call Center” with a less than 10% “first call resolution“ to an ITIL based Service Desk providing true level 1 support services as demonstrated by a sustained improvement in the “first call resolution“ rate of 70%.

Established daily customer meeting (titled “win the day”) review of operational performance.

Championed the introduction of HP Operations Management Tools including Release Control, Network Node Manage (NNMI), Operations Manager (OM), Business Service Management (AMP360), Server Automation (SA), Server Health Analyzer (SHA), Discovery and Dependency Mapping (DDMA DDMI), Operations Orchestration (OO)

Member of Senior Leadership responsible for the renegotiation of $115m contract.

As a member of the senior HPE leadership contract capture team, developed and presented public sector service proposals in response to Service Delivery bid request.

IBM, Fort Worth, Texas 2010-2011

Service Delivery Manager - BNSF

Lead efforts to introduced ITIL based processes and procedures focusing on Availability Management and Service Desk Operations (Incident, Problem, Change and Release Management).

Lead effort eliminate chronic system failures resulting sustained availability of production systems exceeding availability expectations of 99.6%.

Introduced ITIL Service Management best practices through a series of briefings and workshops across the BNSF IT organization.

Completed an ITIL Service Management maturity assessment of current Service Delivery and Support processes and procedures. Assessment specifically focused on Incident, Problem, Change and Configuration Management practices.

Introduced ITIL based Incident Management process and procedures to existing Service Desk operation improving incident response and service restoration as measured by Mean Time to Respond (MTTr) and Mean Time to Repair (MTTR).

PepsiCo, Plano, Texas 2008-2010

Senior Operations Manager

Managed National Service Desk and Console operations team supporting mainframe and distributed production operations.

Lead effort to progress and transform existing IT operations, both console support and help desk to an ITIL based Service Desk. Areas of focus include the developed “run books” and formal support processes and procedures increasing first contact resolution and reducing overall support cost through increased Service Desk resolution of production incidents.

In support of Service Desk operations, developed appropriate Service Catalogue and negotiated supporting Service Level Agreements.

Introduced “run books” and support response to Console Operations supporting Pepsico’s World wide manufacturing operations.

Managed efforts to leverage HP Business Availability Center, Operations Orchestration and Tivoli to proactively monitor and manage the distributed and mainframe production environments.

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Directed efforts to mature Continuity and Disaster Recovery processes and procedures. Positive results of the effort clearly demonstrated in the both production continuity as measured by production availability and successful quarterly Disaster Recovery exercise results.

Functioned as a Critical Incident Manager. In this role, effort required the assessment, coordinated of resources, communication of situation and resolution of incident.

FIDELITY INVESTMENTS, Westlake, Texas 2007-2008

Director of Software Engineering – Fidelity Pricing & Cash Management Services (FPCMS)

Established FPCMS AIX Support team. Introduced ITIL Service Management processes and procedures supporting release & change management, Incident management & Problem management. and Service Desk. Defined ITIL Service Catalogue and negotiated ITIL based SLA and OLA for all AIX pricing systems.

Reduced production failures due to change by 70%.

Established a Level One support offering resulting in a 45% increase in first call resolution.

Eliminated onshore nighttime support and reduced overall support cost by 52% by leveraging worldwide resources (India, Ireland) into a “follow the sun” support model.

Introduced structure to production support process reducing major production outages by 77%.

Recognized by Fidelity for excellence in leadership and employee development.

BANK OF AMERICA, Addison, Texas 2006-2007

Technical Delivery Executive - Contract

Led the design and implementation of several multimillion-dollar projects. Directed the efforts of 2 cross-functional teams: a 15-member group of associates and contractors charged with defining Six Sigma measurable business objectives, and a 40 member group of IT analysts and developers tasked with achieving those objectives. Managed UNX based infrastructure upgrades necessary to support projects.

Successfully defined project objectives in line with customer demand and enterprise strategy.

Team achieved error free data flow and design continuity across 67 business systems, including billing and posting, product pricing, and Customer Relationship Management, delivering 100% Six Sigma DMAIC compliance throughout all phases of the project to date.

Orchestrated the smooth conversion of ad-hoc query system from Informix to mainframe DB2.

Profitably managed project risk and development of competing business systems.

ADP SOUTH CENTRAL DIVISION, Dallas, Texas 2003-2006

Director of Operations

Commanded IT operations for multiple sites throughout the South Central region serving more than 10K clients, including control of a multimillion dollar budget, direction and development of a 48-member staff, and management of 3 call centers with more than 400 phone representatives. Orchestrated the strategic design and maintenance of IBM Z-series mainframe system, consoles, distributed systems, telecommunications infrastructure, and high speed/volume print operations.

Achieved 100% business continuity through hurricanes Katrina and Rita.

Captured $10M annual savings through the successful consolidation of three processing centers and mainframe reductions utilizing LPAR technology.

Doubled check processing capacity while slashing operating costs $750K through expert vendor negotiations and rightsizing of print operations.

Delivered full SAS70 and Sarbanes-Oxley compliance in Price Waterhouse Cooper audit.

Accelerated telecommunications by skillfully upgrading Ethernet, router, and phone switches.

Ranked in the top 5% for associate satisfaction according to Gallup survey.

EDUCATION

UNIVERSITY OF ARKANSAS, Bachelor of Science, Business Administration, Fayetteville, Arkansas

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