Manager Management

Information Technology and Operations Manager

Problem Solver • Team Developer • Customer Focused

Senior Information Technology (IT) manager in various IT management and leadership roles leveraging technology and information systems for competitive advantage. A proven leader of IT professionals, both insourced and outsourced. Proven ability to lead multiple initiatives simultaneously to successful outcomes. Strong problem resolution, change management and team building skills with broad technical exposure

Core Competencies

Data Center Management Project Management Telecom Management

Network Administration LAN / WAN Data Center Build Outs

Staff Development/Retention Disaster Recovery/BC Database Development

Software development Service Desk Management New Technologies

Security Level: Secret Level Clearance

Professional Experience

Finance Of America

Senior Manager, Service Management (August 2017-Present)

Responsible leading the implementation of a Service Management Operating model that ensures consistent practices, interactions and controls necessary to achieve committed service level agreements (using the ITIL Service Management framework, concepts and techniques)

Implemented Change, Major Incident and Problem management

With Change management implemented, a 50% reduction in major incidents within the first 2 months.

Major Incident management implementation resulted in average escalation response for major incidents from 1 hour to under 10 minutes.

Responsible managing the development team that produces enhancements in the tool (ServiceNow) for both the IT group as well as various business units.

With the developers, implemented enhancements to incident management to improve call incident routing to the correct support group to improve response time.

Comcast (Contractor via NCS Technologies)

Applications Support Senior Manager - VP (June 2017-August 2017)

Works closely with L1 team to review daily incidents to identify "noise" tickets which can be eliminated or minimized with automation or other process improvements. Currently seeing a 10% reduction in ticket volume due to these efforts.

Lead calls with L1, L2, and other support teams when an incident becomes a Sev 1 or 2 level issue. Results of leading these calls is a shorter time to resolution as the calls are more organized and productive.

Working with L2 and DevOps to identify gaps where monitoring is still needed to further ensure the integrity of the application stack

Citi PrePaid Services

Applications Support Senior Manager - VP (March 2016-April 2017)

Manage staff of Application analysts/ problem management specialists responsible for initial triage of Level 3 incidents and problems. Successfully responded to over 200 incidents daily. Increased team effectiveness so that they were able to meet 99% on time response and escalation times.

Built awareness of problem and incident management process across developers and hardware engineers. Shift the mindset from firefighting to true incident and problem management. Resulted in a decrease in the overall number of daily incidents by 10%.

Point for CitiPrePaid on joint project with WireCard on identifying new data center managed service provide for Citi PrePaid after the WireCard acquisition of PrePaid is complete (tentative Q1 2017).

Worked with developers, Wirecard, and new managed service team to create and start on plan to migrate application stack from Citi to new data center in an 18 month window.

Leading the project with 3rd party vendor to identify and close gaps required for PCI certification after the WireCard acquisition.

Created process to review all Citi IT infrastructure changes that may have a potential impact on PrePaid applications. This has greatly reduced the number of major incidents that had been caused in the past by changes that did not take into account the PrePaid green zone or its application suite.

Apple Leisure Group

ITIL Problem Manager (June 2015-March 2016)

Manage staff of Application analysts/ problem management specialists responsible for initial triage of Level 3 incidents and problems

Built awareness of problem and incident management process across developers and hardware engineers. Shift the mindset from firefighting to true incident and problem management.

Worked closely with developers and engineers to facilitate more of a holistic approach to looking at issues, instead of the silo approach that was in place.

Created the environment for a team approach for the 4 application analysts. By implementing cross training across the applications they supported, was able to make the team more effective and efficient.

Developed an “on-call” rotation for overnight to ensure that there would be a person available 7x24 to responds to any Severity level 1 issues.

Developed and implemented a Change management process. In the past, changes were implemented on the fly by engineers or developers. Now, a formal process is in place which includes roll forward/roll back plan review. Work is scheduled during published maintenance windows.

Responsible for staff development, retention and performance management.

Reviews Incident and Problem metrics with business stakeholder to show areas of improvement as well as identify trends for areas of concern.

Implemented a Change management process to include pre change reviews, Go/No Go calls, release conference calls to track and monitor changes as they were implemented and established checkpoints for roll forward/roll back decisions during the change. This greatly minimized the number of post implementations issues from multiple issues every change to on average 2 issues (minor) post roll out.

SunGard Availability Services

Manager, Technical Service Delivery (March 2013-June 2015)

Manage staff of 13 system engineers which are responsible for test setup and execution of multiple customers DR plans.

Facilitate meetings with customer’s IT staff as well as Sungard technical delivery team to ensure scope of test is understood, risks are identified, and customer expectations are documented, understood, and met .

Responsible for staff development, retention and performance management.

Act as customer advocate within Sungard by understanding the customer’s environment, critical test window and potential areas of risk.

Increased the average Post Test Survey satisfaction scores from 4.52 to 4.69 on a 5 point scale.

Work with Sungard resource allocation team to ensure all technology necessary for customers DR test is available and allocated for the test.

Work with account team to identify changes the customer needs for their contract to ensure recoverability in the event of a disaster.

Manage off shore contractors utilized to augment staff for large, complex DR test execution

DELL COMPUTER CORPORATION

Technical Services Delivery Manager (October 2008-March 2013)

Responsible for providing oversight and management for customer support planning and technical issues for two major U.S. Air Force bases, as well as their forward deployed war fighting units, and management of their data centers/support.

For major projects, such as technology refresh for Air Force bases in the Middle East, facilitated meetings with customer’s IT staff as well as Dell’s engineers team to ensure all project deliverables are met on time, identify issues and develop solutions to keep project on track.

Performed IT Service Management Reviews (ITSMr) based on 4 of the ITIL processes (Incident, Change, Problem and Configuration Management) as well as the Service Desk for a school of a major non-profit university in Philadelphia. This was accomplished by interviewing the entire IT staff. Interview Results were utilized to create a report which was presented to the IT Director with recommendations for processes and procedure modifications that would increase IT staff efficiency and effectiveness, improve service desk performance, and provide metrics for reporting performance and improvements.

The ITSMr directly increased consulting opportunities for large IT projects the college was undertaking.

Provided escalation management and pro-active support to minimize or eliminate potential technical issue in their infrastructure for both the university and the air force groups.

BALLARD SPAHR ANDREWS & INGERSOLL

Technical Services Manager (November 2006 – October 2008)

Managed enterprise hardware team responsible for desktops, laptops, printers and blackberry devices across the firms multiple national offices.

Responsible for setting standards and purchasing of desktops, laptops, printers and blackberry devices firm wide.

Managed project to evaluate replacements for firm’s fleet of laser printers, including meeting with and gauging the experience of select key members of the user community to gather their input on the replacement options. The outcome of the project was a proposal to the firm’s senior management of recommendations which would lead to direct costs savings in maintenance as well as indirect savings due to less support needed due to a much less complex environment.

Managed an 8 person Level 1 & Level 2 Service Desk supporting 1300 users in 11 offices. During this time, the level of technical expertise of the members of the group was increased through select in-house training on the applications the group supported. Working with SMEs in the application area, tests were developed to gauge the level of knowledge of the technicians.

AON CORPORATION – April 1984-November 2006

Zone Manager for Technical Data Support (August 2004 – November 2006)

District Manager for Technical Support (September 2001-August 2004)

AVP Regional Director of Data Center Support (April 1989-September 2001)

Data Systems Manager (January 1987 to April 1989).

Data Systems Analyst (April 1984 to January 1987)

GOLDATA COMPUTER SERVICES (February 1982 to April 1984)

Programmer Analyst

Education: BA, Mathematics, Temple University, Philadelphia, PA.

Certifications: ITIL Foundations (V2 & V3), ITIL Service Desk, Incident and Problem Management Practitioner Certification

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