Kevin R. Jaffe

203-***-****

ac1k05@r.postjobfree.com

Strategic and performance-focused executive with innovative, energetic leadership in Technology. Solution-oriented, creative, and persistent problem solver who thrives on challenges. Consistent record of optimizing the utilization of human, financial and equipment resources in a large, complex multinational technology-driven enterprise. A motivational leader with a passion for people development, a track record of recruiting and retaining top talent and a demonstrated ability to effectively lead and work in a highly matrixed, global environment. Known for clearly defining mission and goals, aligning people and resources, and consistently delivering results that exceed expectations while continually pushing to improve services. Top level executive who is ITIL and HDI Certified with Fortune 100 experience and a background directing staffs of any size and budgets.

Management Expertise:

Specialty Expertise:

Building & staffing new organizations

Multinational Cross-functional Collaboration

Large Scale Project Management

Vendor Management

Large Team Leadership & Development

Multimillion Dollar Budget Management

Training & Instilling Excellent Customer Service

Deep Root Cause Analysis

Technology/Infrastructure Strategy

Disaster Recovery Strategy

Emerging Technologies Transformation

Problem Management

ITIL Management Methodologies

Data Center Design & Management

Experience:

Pricewaterhouse Coopers New York, New York

US IT Director, Customer Support Relationship Leader, NYM IFS IT Leader 2014 – April 2017

Onboarded into a newly created role to help build best in class IT Support Operations and to improve the User Experience, while providing leadership to the existing IT Support Operations, provide oversight and management of US IT Infrastructure and to improve the internal customer experience through innovated thinking and technological solutions. Tasked with building an ITIL based IT Operation and to build a sound process and procedure framework with clear metrics while outsourcing certain functions offshore. Responsible for building relationships with IT customers to understand what they value and what obstacles stand in their way of achieving the business goals and then translating the feedback into an actionable 3 year IT strategy from a people, process and technology perspective. Facilitated the 3 year plan into actionable collaboration across IT teams and the business to achieve customer valued results in-line with business goals. IT Evangelist accountable for creating a positively charged atmosphere both within and outside IT while leveraging cutting edge technology to provide exciting solutions.

Key Accomplishments

Facilitated an indoctrination program for the IT staff built on understanding the business needs and goals while thinking outside the box all the while promoting the same user experience for customer regardless of location anywhere in the U.S

Provide management and leadership to Server, Desktop, Network, VoIP, Security and Applications teams.

Created a team specifically geared to addressing the user’s experiences within all PwC systems

Realigned IT groups by services which resulted in increased resolution speeds by 31% and increased customer satisfaction by 17% while providing a reduction in force of 10%

Drove customer satisfaction scores from 83% to 97% in 1 year by understanding what the customers valued and what helped them achieve their goals

Built and trained IT SWAT team tasked with evaluating and diagnosing customer needs and staffing by looking at Values, Abilities and Skills which resulted in a higher trajectory of evolution of services and the building the right mix of staff to take advantage of those results

Built a proactive customer centric relationship with the business which has resulted in IT reaping the benefits of an improved image based on being a valued business partner and a user focused minded group. Collaborative projects with the business has increased 50% over the last 6 months

Drove change and provided solutions for the Business to accept new collaboration tools and techniques. (Corporate Gmail, Google Public Cloud, Hangouts, Google Drive, SharePoint, CISCO Softphones, CISCO Jabber, Chrome Boxes, etc.)

Visualized the need for an exciting high-end user experience while being part of a mobile workforce which resulted in an emobility strategy looking to create cutting edge solutions using mobile technology (IPad, IPhone and Android based devices)

Drove to help be the first in the Big 4 to go to a public cloud infrastructure with Google

Created an organization built on the principle of providing solutions to complex business problems, while focusing on stability, scalability and agility

Through deep problem solving and diagnosis was able to increase user experience satisfaction scores by 37%

Implemented an accountability framework that held all the IT groups accountable to improvements with real trackable deadlines based on the root cause diagnosis outcomes of the impacts to the business

Bridgewater Associates 2010 - 2013 Westport, Connecticut

Service Owner, IT Service Desk Services – Infrastructure 2012 - 2013

Overall responsibility for the IT strategy and operations of a newly formed Infrastructure Service Desk. Asked to transfer over to IT from Research to help with the reorganization of IT with specific focus around implementation of an ITIL framework from the ground up, with the overall goal of creating a Services Organization. Tasked with coming up with a best in class design for a IT Operations while providing a 3 year strategic road-map to becoming a world class operation that was based on achieving goals at the most efficient level possible while providing a structure of process standardization and risk mitigation.

Key Accomplishments

Drove the integration of business departmental IT teams into one centrally managed and focused department solely focused on business needs and cutting edge solutions

Responsible for bringing ITIL and ITSM practices to IT with creation of Service Management Team

Significantly restructured and upgraded organization of 78 associates. Driving a shared service model to reduce ongoing operating costs, including roll-out of global IT Service Desk Process Improvement team with specific focus on Problem Management and the reduction of issues and the creation of technological solutions. Created career paths, increased global expertise and more effectively leveraged outsourcing.

Instituted a 6 step Problem Management process that focused on identifying business issues and projected future needs in order to align technology solutions in advance

Introduced a structured expectation model with clear deliverables/expectations and effective ways to measure individuals/department trajectory compared to set goals while providing clear score cards to grade/report by while promoting cross team collaboration

Drove measurements-based ITIL/ITSM culture to improve infrastructure & application availability and support

Reduced Mean Time To Resolve from 3.5 business days to .4 business days within a 6 month time span while increasing customer satisfaction by 34%.

Negotiated service metrics with end users and designed service deliverables based around internal customer feedback and goals

Designed an IT Services Catalog based on the Business’s 5 year plan that had a direct correlation to the business goals

Drove process and technology improves IT wide by running Root Cause Analysis and then holding respective Service Owners accountable to fixing Problems or improving technology which resulted in a complete Desktop refresh and an OS upgrade company wide

Manager of Data Support, Research Data 2010 - 2012

Hired to design and create a non-IT, cutting edge proof of concept Data Concept Support Desk to provided data concepts to Investment Analysis in order to make accurate, well informed investment decisions both to serve Bridgewater and its clients. Using ITIL/ITSM frameworks as the basis for the design while keeping customer service and customer goals in the forefront of the department’s mission.

Key Accomplishments

Created a vision with a corresponding 3 year plan to deliver solutions

Instrumental in saving the company money due to timely and accurate delivery of service due to implemented ITIL Problem Management process

Decreased time from proof of data concept to decision of trade from 5 business days to .5 business days

Implemented a Service Management tool to track, report, and evolve overall quality of services provided by the department

Implemented and designed a mentoring program to help team stay ahead of customer's changing needs while developing valuable skills needed for the current job and future jobs

Identified existing pain points and highlighted root causes in order to design services, desk structure, and solutions for the Support Group to deliver

Negotiated service metrics with end users and designed service deliverables based around internal customer feedback and goals

Created a structure where all services and initiatives are aligned with Business Deliverable, therefore creating an environment that can be directly linked to the success of the business

Delivered process and procedural efficiencies that resulted in 96% user satisfaction rates with customer services ratings consistently above 90%

Helped institute & manage a Root Cause Analysis process and procedure that lowered the number of issues year over year by 27%

Endurance Services LTD 2006 – 2010 White Plains, New York

AVP, Infrastructure – Corporate Global Change Control Officer 2006 - 2010

Hired to build and manage a unified Global Infrastructure organization across the US, Bermuda,Europe, Asia and the UK, built on ITIL principles and industry security best practices, while providing industry leading performance and support for 2485+ users worldwide who generate more than 3000+ service requests per month. Institute Key Metric for management planning and trending improvements and board reporting. Function as Global Change Control Officer and Global Problem Manager. Developed and control an annual multimillion dollar budget. Areas of responsibility consisted of Server, Network, Voice, Ops, Support, Security, Procurement, Audit, DR planning and Data Center design and operations.

Key Accomplishments

Identified existing pain points and highlighted root causes in order to design services, Infrastructure design, and solutions for the technical teams to deliver

Architected the design of the Infrastructure Team, and created all process and procedures by involving current staff in the design process to find best solutions to meet the business needs while providing a clear set of measurable SLAs and OLAs to report on

Negotiated service metrics with end users and stakeholders on designed service deliverables based around internal customer feedback and needs

Created a structure where all services and initiatives are aligned with Business Deliverables, therefore creating an environment that can be directly linked to the success of the business

Delivered increased process and procedural efficiencies that resulted in 90% user satisfaction rates with customer services ratings consistently above 90%

Implemented an ITIL certified Problem Management System built on CMDB design which drove SLA improvements to an average breach rate of 5% or less and lowering issue resolve time by 24%. This implementation also resulted in a highly effective and efficient support ratio of 1:350 for internal users and 1:680 for external users

Implemented & managed process and procedures for global IT (Incident, Request, Problem, Change & Knowledge Management)

Designed and managed global Change Control which reduced the amount of outages by 45% while maintaining SOX compliance

Managed part of SOX compliance for Infrastructure that resulted in 2 years running with no deficiencies

Helped institute & manage a Root Cause Analysis process and procedure that lowered the number of problems year over year by 17%

Implemented process improvements surrounding change management, incident management, patch management, and crisis management to improve efficiencies and improve the supportability of the organization with a lean team

Renegotiated annual Microsoft Enterprise Agreement which resulted in a reduction of spending by close to 1 million dollars

Lead a desktop standardization and stabilization effort to focus on vendor consolidation, desktop patching, anti-virus, OS standardization, inventory / asset management, and software deployment in order to improve the support cost as well as aligning the IT needs with the business

Priceline.com 2000 – 2006 Norwalk, Connecticut

IT Manager, Corporate Infrastructure & Support 2002 - 2006

Promoted to Manager of Corporate Infrastructure & Support in 2002, gained added responsibility for the Service Desk function, which serves 400+ users worldwide who generate 900+ service requests monthly. Core responsibilities included management of a global team in the US, Europe and Asia focused on Up-time and the reduction of Incidents and Problems throughout the organization. Developed and controlled an annual multimillion-dollar budget. Negotiate contracts and manage relationships with vendors.

Key Accomplishments

Through a combination of process improvements, software utilization and reporting mechanisms, achieved productivity advances that enabled a reduction in 57% of Service Desk positions, attaining a current staff-to-user ratio of 1:100+ the highest performance standard in the industry

Implemented Infrastructure statistical analysis that drove improved management of related budgeting, purchasing and inventory functions, as well as enhanced SLA and OLA development

Leveraged & implemented a series of applications that would allow remote access for all users while providing 24/7 remote support, all the while maintaining a secure working environment. This was in response to repeated issues with lack of work time flexibility throughout the world. Solutioned through the Problem Management process

Instituted Priceline’s first desktop patch-management process, using manual and automated deployment, with 98% of desktops at a current level for critical patches therefore reducing the amount of Incidents and Problems by almost 50%

Renegotiated software licensing, hardware and mobile telecommunications contracts, reducing related costs by 46%, while improving the service quality of three vendors. Also defined three standard PC model configurations to replace the prior practice of excessive customization, achieving a 38% cost savings

As a member of the due diligence team on five acquisition projects globally, conducted reviews of IT infrastructures, security, processes and personnel. Later integrated the technology operations of acquired companies

Implemented operational controls and metrics that anticipated the requirements of Sarbanes-Oxley’s Section 404, by end of 2002, enabling the NOC to pass a 2004 Deloitte Touche audit without any further effort and with zero deficiencies

Lead Project Manager, Network Operations 2000 - 2002

Hired to manage all projects related to Network Operations & Architecture. Lead a team of two project managers that were responsible for all project interaction between IT and Business units globally. Directed activities of project personnel to ensure projects progressed on schedule and within prescribed budget, established work plans and staffing for each phase of project and arranged for recruitment and assignment of project personnel. Was successful in managing proper timely communication with upper management and all involved in progress of projects as well as getting “buy in” from global stake holders on the ROI's at hand.

Key Accomplishments

Managed the project for creating three satellite offices in the United Kingdom, Hong Kong and Australia

Managed the company move to new headquarters. 100+ people and over 500 desktops/servers were relocated

Designed and managed project for new data center and NOC location for corporate office

Philip Morris International 1994 - 2000 Rye Brook, New York

Manager, System Security – Global Change Control Officer 1998 - 2000

Promoted to this position. Supervised security and project analysts in enforcing the IT security policies of Philip Morris International, Latin American Region, Philip Morris Management Corporation and Kraft Foods International (South America, EU/EMA, Asia & US). Oversaw and controlled remote access to these operating companies' systems, which encompassed NT, Sybase, Unix, Shiva and MS Outlook, as well as intranet and Internet applications. Conducted monthly security audits of all production environments, and generated internal usage reports. Oversaw the change-management function.

Manager, Helpdesk 1996 - 1998

Engaged on a contract basis as the Project Lead on the consolidation and upgrade of the helpdesk functions that provided 24/7 support to four corporate entities. Developed a single SLA that reflected a three-tiered service hierarchy, as well as a standardized change control process, to replace the four business units’ disparate and haphazard methods. Participated in the disaster recovery planning process.

Supervisor, Helpdesk 1994 - 1996

Had full responsibility for the corporate helpdesk function supporting 2650 personnel, supervising ten analysts. Developed support policies and procedures, Monitored the performance of computer operations.

Additional Training:

Certified, HDI – Support Center Director

Certified, ITIL v3 Foundation

Certified ITIL v3 IT Service Operations

Candidate ITIL v3 Continual Service Improvement

Candidate, Certified Information Systems Security Professional

(CISSP), Computer Security Institute. Program encompasses modules in: System

Security, Physical Security, Audit, Change Management; Disaster Recovery.

Candidate, Project Management Professional (PMP)

Agile/SCRUM Certification

Certificate of Attendance, Remedy Administration 2005 & 2010

Experience with the following ITSM systems:

BMC

SupportWorks

ServiceNow

CA

Remedy

Hp Service Center

Certificate of Completion, Altiris Deployment Console Suite

Certified, Hornbill Administration 2007 & 2011

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