Service Customer

Dale Stevens

West Palm Beach, FL ************@*****.*** 561-***-****

http://careerwebfolio.com/dalestevens/

Chief Information Officer

Simplifying Systems • Optimizing Processes • Magnifying Outcomes

EXECUTIVE SUMMARY

CORE COMPETENCIES

Program Management

Project Management

Leadership

Vendor Relations

Teambuilding / Mentoring

Technical Solutions

Service Desk Operations

ITSM Implementation

Engineering

Desktop Support

Issue Resolution

Cost Reduction

A technology executive with expansive experience in program and project management, process optimization, and outlining standard operating procedures. A supportive leader and mentor credited with forging productive relationships amongst stakeholders, business teams, IT staff, and vendors as well as improving user experience and customer satisfaction. A keen listener with the ability to assess complex situations, the flexibility to weigh new ideas, and the ingenuity to devise practical solutions.

Significantly Improving Performance & Processes to Maximize ROI

Introduced a project planning process to maximize the ROI of a $10 million portfolio. A collaborative manager with the ability to impact the bottom line by evaluating systems, strategizing to consolidate operations, and cultivating top-level support to advance operational performance and spearhead the transition to new technologies. Successfully increased the efficiency, accuracy, and timeliness of technology investments.

PROFESSIONAL EXPERIENCE

KAPLAN UNIVERSITY – Fort Lauderdale, FL. 2006 - 2017

An online education provider with $1.5 billion in revenue serving 30,000 students with 9,000 employees.

EXECUTIVE DIRECTOR OF IT 2012 - Present

Responsible for the development, implementation, and administration of technology services to the enterprise, the parent company, and locations in the UK. Owned ServiceNow, an ITSM application. Managed relations with vendors in India supporting 9,000 employees and faculty members. Led the desktop support team. Delivered meticulous service to c-level executives. Oversaw the desktop engineering team tasked with upgrades, SCCM patch management, testing, data loss prevention, security, and inventory control.

Expense and Time Reduction Cross Functional Leadership Operations Management

$600,000 in net expenses saved and a 90% decline in errors attained within three months by relocating the network operations center monitoring system for hardware located in five data centers, local lower environment equipment, network gear, storage devices, and IT automated jobs to an in-house application.

$427,000 in annual costs eliminated by outsourcing the service desk to an offshore vendor.

$175,000 cost reduction attained by guiding the conversion from LANDesk to SCCM for asset management patching and supporting self-install operations.

Reduced two FTEs, lowered call volume, facilitated confidential workflow to include revisions in status, improved user experience (UX) and satisfaction by implementing the portal, self-help, asset management, human resources, discovery, and mapping modules of ServiceNow, and configured two demos units.

104,000 labor hours spared and circumvented tech support for devices by shepherding the transition to Win10 achieving complete protection of data, system updates, preservation of software operations, and installation of drivers within eight months and with no end user downtime.

100% accurate operations realized, lowered access time to one business day, reduced three FTE’s without impact or increased costs by streamlining three non-production and one production environments managed by eight teams to a global account management team and creating a single point of contact.

Program and Project Management System Optimization

35,000 users in receipt of system changes and upgrades achieved by automating and accelerating the change management and release process to eradicate errors, and advance tracking.

24,000-hour surge in productivity obtained by implementing a method to edit CMOS technology, and automate operations including software updates, standards and emergency patches, and upgrades.

Extended uptime of applications, completed hardware installations, and complied with BOD requirements by cultivating approval for six major and 24 minor system shutdowns to perform routine maintenance and system upgrades following a two-year period with one minor scheduled outage.

Value in IT operations elevated by developing a centralized, consistent, standard format and delivery system for distribution of business communications.

20% enhancement in group efficiency realized, expanded capacity for automation at no additional cost, raised stability and compliance, and resolved release management issues by consolidating four tool sets into one (SDLC) development process for integration with Jira, GitHub, and Bamboo.

P & L Accountability Strategic Planning and Implementation Communications

600+ obsolete computers removed, 24-hour elevation in response time for issue resolution, 200 SF in storage space eliminated, five years reduction in the age of devices, customer service elevated, and UX boosted while lowering service desk support by implementing a hardware refresh program.

Standardized communications by leveraging SOPs while eliminating the need for a separate communications strategy consolidated for the executive team by transferring the process to my team.

Repaired relations with the offshore vendor responsible for the service desk by collaborating with multiple vice presidents from the firm to define a strategic path to a partnership.

Value in IT operations elevated by developing a centralized, consistent, standard format and delivery system for distribution of business communications.

20% increase in hardware utilization reached by implementing quality monitoring of customer integration systems and advising development of deficient applications and substandard UX.

Issue Resolution Relationship Management Customer Satisfaction

100% uptime achieved while regaining customer confidence, preventing revenue losses and contract cancellations by leading a geographically distributed team to resolve daily operating failures, and mitigating technology infrastructure issues to support the key business cycle.

100% uptime for the database achieved by re-installing the entire file and system application after exhausting all options including a remote connectivity analysis (RCA) by Microsoft.

80%+ reduction in daily alerts within 30 days obtained by leading the transition of NOC service monitoring to a new offshore vendor and establishing SOP’s and procedure manuals within six months.

Raised the quality and accuracy of service delivery to 60,000 students, lowered business issues associated with system failures, and improved organizational trust by initiating weekly updates with the department vice presidents to mend internal relations.

20-point gain in customer satisfaction ratings within six months, a reversal of persistent dissatisfaction accomplished by partnering with vendor to increase training on applications, clarifying SOP’s, and improving communication and customer service skills.

10% reduction in service requests and a rise in employee satisfaction within three months of drafting and depositing standard operation procedures in the ServiceNow to facilitate a self-service environment.

-ADDITIONAL EXPERIENCE WITH KAPLAN UNIVERSITY-

EXECUTIVE DIRECTOR STUDENT OPERATIONS 2006 – 2012

$10 million project portfolio across 12+ departments prioritized with the objective of on time and on-budget completion initiated by structuring planning process to establish the value to external customers, identify risk, develop time lines, and forecast ROI for the first time in the organization.

Enabled the use of mobile devices to afford 20,000 students and 3,000 faculty members access to grade postings, blogs, and class post while enhancing grading tools, collaboration functions, and classroom changes by teaming with a first-rate vendor to architect system utilities.

Surpassed rival institutions by doubling the size of departments and presenting 7,000 employees, 60,000 students, and faculty members with user friendly, standardized communications.

75% reduction in forecasted expenses, and adherence to the telemarketing sales rule reached by executing a do not call program to support 3,000 users, contracting with a third-party vendor to scrub telephone numbers on a daily basis, and structuring algorithms.

EDUCATION & CERTIFICATION

Master of Business Administration in Business Administration Kaplan University

Bachelor of Arts in Business Management American Intercontinental University

Lean Certification, Kaplan University Six Sigma Black Belt Scrum Master

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