IT Manager
Resume:
Ernst W. Wullenweber III, MCSE, CompTIA Project+
Upland, CA 91784
************@*******.***
MANAGER IT / TECHNOLOGY OPERATIONS & SERVICES / PROJECT MANAGER
Helpdesk / Disaster Recovery / Project Management / Procurement and Vendor Management/ Multi-Site / Compliance Systems Architecture & Design / Network Administration / Server Management / Telecommunications / Training / CAD
Created Technology Services Department, managing purchasing, resource account and PC provisioning, support of all desktop assets. Directed technology operations of multi-site locations for financial service, engineering and architectural firms, optimizing performance and efficiency. Developed disaster recovery plans, protecting data integrity and security. Overhauled technical service operations and support services, fostering a culture of continual improvement, shortening time to resolve and implement SOP while reducing labor costs and expanding capacity. Negotiated favorable equipment leasing terms, reducing costs. Designed and configured LAN and WAN architecture. Teamed with Facilities and Security to manage multiple building to building restacks
OBJECTIVE
To secure a position with a company that encourages growth, appreciates skilled and talented employees, and affords employees the opportunity to realize their full potential utilizing past experiences, training, education and gifts.
PROFESSIONAL EXPERIENCE
Solugenix Corporation
June 2017 to April 2018
Center of Excellence Supervisor
Contractor at SchoolsFirst Federal Credit Union – Tustin, CA
Guide Continual Service Improvement efforts. Collaborated with Service Desk, Desktop Support, Enterprise Applications and Compute and Storage teams to develop frameworks to support delivering superior technical support while maintaining outstanding timely customer support. Provide ITIL best practice recommendations in Incident, Problem, Change and Knowledge Management. Led weekly Problem Review Board meetings. Utilizing ServiceNow to implement Service Level Agreements, automate reporting and dashboards, and streamlined notifications. Provide operational support for ServiceNow. Assisted with Incident and Change Management training.
Bank of New York Mellon Financial Corporation
2008 to 2017
IT Manager till 2015, Current Senior Team Lead Digital Onsite Support – Remote Office Americas
Assist in folding Technical Services Group, Regional Services under Digital Onsite Support - Remote Office Americas. Supervise and support team of technicians providing desktop support and desk side services for 2700+ associates in 30 locations in the Central and Western United States, Western Canada, Argentina, Chile and Mexico. Integrate IT teams from legacy companies supporting Wealth Management, Pershing, Corporate Trust, Document Custody, and Treasury Services into single support group serving all lines of business. Introduce and enhance use of Remedy and proprietary utilities. Manage 5 data Centers interfacing with on-site technician and remote engineering teams to ensure high availability. Participate and or lead when necessary all-hands priority bridges to resolve technical or environmental issues affecting locations utilizing incident coordinators and on-call leads from support groups. Provide hands on support to senior level managers and VIP’s. Advise on design and test IT department tools. Train staff on corporate risk management policies and audit for compliance and remediate as needed.
Kelley Blue Book
2006 to 2007
Manager IT Support
Create and make essential Technology Services Department. Responsible for purchasing, resource account and PC provisioning, support of desktop assets for 600 associates. Document and refine processes, procedures and policies. Developed issue tracking system. Purchase and implement $300K of hardware and software. Manage three helpdesk analysts and two senior administrators.
H&R Block
2004 to 2006
Division Technology Manager
Directed all technology operations for 1,500 offices, administrative locations and 3 dispatch center/help desks. Implemented, maintained and supported technology for all divisional offices, store fronts, Sears and Wal-Mart Kiosks, and Premium tax offices, financial and mortgage centers in the NY/NJ and CA regions. Designed server / system architecture and standardized technical specifications. Established service levels and KPIs for field personnel. Coordinated and provided corporate training programs for all Region Technology Managers and Field Systems Technicians. Managed $2M budget and three Region Technology Managers.
H&R Block
1997 to 2004
Region Technology Manager
Led technology operations for 24 districts and 400 LANs in southern CA. Developed first comprehensive regional database encompassing all management associates, tax offices and equipment. Supervised startup of three financial centers. Coordinated Miller Zell office upgrade of 77 primary locations and three in-store retail outlets. Directed asset procurement and allocation. Recruited, hired and trained Field Systems Technicians. Managed regional / corporate projects with combined budgets up to $1.5M. Managed 40 personnel.
Cannon Design, Inc
1996 to 1997
Network Administrator
Managed information systems for this architectural engineering and design firm. Purchased, installed and configured LAN assets, ensuring integrity, security and backup. Key team member in redesign of LAN system. Oversaw corporate e-mail system. Assisted in administration of company-wide WAN. Supervised three personnel.
Cannon Design, Inc
1993 to 1996
Electrical Engineering Technician / CAD Support
Created and modified Electrical Engineering drawings using AutoCad via blueprint markups and Engineer’s direction. Advisor on software / hardware procurements and configurations. CAD troubleshooter and technical advisor. Developed system to standardize CAD symbol input, enhancing interoffice compatibility and production.
Hibbard Engineers
1992 to 1993
CAD Coordinator / 3D Solid Modeler
Directed CAD department and coordinated projects for multi-firm CAD assignments. Created and modified drawings for all disciplines, using AutoCAD and Intergraph CAD packages. Determined mass and center of gravity of major assemblies, using AutoCAD Advanced Modeling Extension.
Occidental Chemical Corporation
1990 to 1992
Intergraph Specialist/ Shift Supervisor
Oversight of project completion, personnel training, backups and system operations. Member of design team for instrument loop diagrams from process flow worksheets. Developed, with engineer, CAD drafting standards. Assisted in system conversion from Vax Mainframe to Unix based workstations.
KEY SKILLS AND EDUCATION
Key Skills: Action-oriented leader and strategic thinker. Adept at crisis management. Meet demanding objectives and perform against tight deadlines. Persistent, creative problem-solver, driving “out-of-box” thinking. Hands on leader and experienced troubleshooter. Excellent trainer, motivating team to top performance. Help team adopt and implement technical strategies and policies. Implements technology changes smoothly minimizing impact to clients.
Education: Masters of Business Administration Concentration in Technology Management, University of Phoenix, 2010. Bachelor Science, Information Technology, University of Phoenix, 2006. MCSE, MCSA, MCP, CompTIA Project+, CNA Netware 3.x and 4.x. Trained and practiced in Situational Leadership. Studied Information Technology Infrastructure Library (ITIL).
HIGHLIGHTED ACHIEVEMENTS
Managed smooth rationalization of the IT workforce after merger of Bank of New York and Mellon Bank. Collapsed an array of methodologies into standard operating procedures for specific activities. Transferred knowledge silos to searchable enterprise technician database. Improved technician response time an average of 45 minutes.
Managed post-merger building to building and floor to floor staff relocations, kept vital Bank of New York Mellon systems 100% available and minimized disruptions to all employee productivity while keeping move vendors and support teams on schedule and on budget.
Introduced Regional Services team to Bank of New York MellonService Level Agreements for incident resolution. Improved SLA attainment rate annually. Mined resolution data to eliminate repeat incidents reducing reported incidents 20%.
Managed Kelley Blue Book associate expansion into multiple buildings and later consolidation into single building. Rapid growth led Kelley Blue Book to expand to multiple buildings over the past year. Planned moves of associates and technology, communicated and executed plan. 200 associates moved twice in 12 months with zero loss of data, equipment or productivity.
Completed Kelley Blue Book migration from Exchange 5.5 to 2003. Exchange migration was stalled due in part to other expansion initiatives. Worked with Network Engineer and migration Project Manager to develop email related policies, project plan, communication plan, and project timeline. Sought and received senior management approvals to implement polices and execute migration. 400 user accounts and 100 Gig message store migrated in one month and Exchange 5.5 server decommissioned one month later.
Reduced Kelley Blue Book wireless costs $18K per year. Poor record keeping and changes in responsible parties left abandoned accounts with reoccurring charges. Analyzed previous wireless bills and identified 31 possible abandoned devices/accounts. Communicated plan to terminate accounts along with remedy. Reduced monthly wireless costs by $1,500.
Directed Katrina recovery for H&R Block Gulf Coast locations, restoring operations and minimizing losses. Designated to lead corporate disaster recovery. Leased warehouse to server as project staging area for salvage operations. Transported files, data and equipment to warehouse for damage assessment and recovery preservation. Developed mobile service locations for Katrina and Rita victims. Preserved data integrity, client document and data confidentiality and service continuity.
Standardized H&R Block’s technical infrastructure and systems, reducing need for on-site technical support. Outdated systems were undermining service quality and employee morale, and required support from the most experienced of the field technical support technicians. Developed and implemented technical standards and specifications, including minimum PC, printer and infrastructure configuration. Enabled remote support with standard adopted as a corporate best practice.
Revised specifications for H&R Block’s IT project saving $200K in costs. Pilot project of in-store service kiosks needed design review for technical feasibility. Reviewed the, at the time secret, project plan, preliminary design and mock-up. Recommended design changes and reduction of high-cost equipment, generating significant savings.
Developed technical labor management plan for H&R Block, cutting costs 10% while boosting service capacity. Poor planning/repeating previous years’ plan led to excessive overtime and double overtime labor costs. Designed and implemented strategic hiring/scheduling plan for technical personnel. Eliminated 3,500 annual overtime hours while expanding services to 21 additional locations. Reduced regional labor costs, presented plan at national conference, which was later adopted as corporate best practice.
Directed integration project for 30 new H&R Block franchises, reducing project timeline 50%. Northwest region needed assistance integrating newly acquired franchises into company operations. Recruited and led teams in technical reengineering processes encompassing 1200+ tasks per office. Upgraded and integrated technical operations for 30 offices, completing project in half the allotted time.
Evaluated regional manager’s peak time productivity, reengineering work process and increasing efficiency. Regional Technology Managers were experiencing decline in productivity during startup of 100 new offices. Conducted workflow study, visiting individual sites. Identified process blockage causing excessive (Heroic) workload for RTM’s involving post-setup planning of data drops for individual locations. Initiated RTM review of wiring and floor plans prior to office setup. Reduced workload during peak time and increased RTM efficiency.
Negotiated favorable contract terms with vendors, saving H&R Block $100K in annual lease charges. Region had inefficient leasing process for 450 computers. Assumed responsibility for procurement and negotiations. Conducted needs assessment and reviewed specifications, identifying potential savings. Developed RFP for contract and reviewed bids. Negotiated new contract, resulting in reduced quantity and improved lease terms.
Developed equipment relocation plan, boosting H&R Block efficiency and enabling digital records processing. Assistant District Managers were mobile between locations but assigned desktops PC’s, while District Managers used outdated laptop PC’s. Upon promotion to DM former ADM’s experienced lengthy ramp-up time transitioning to laptops. Developed plan to reallocate aging laptops to ADM’s with progressive procurement of new laptops for DM’s. Homogenized image for ADM and DM laptops. Eliminated ADM learning curve and interoperability issues arising from differing software versions in use by the same staff. Enabled digitization of paper processes, increasing efficiency of all management levels.
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