Joseph D. Maloney
I would like to be considered for the IT Operations Leader position. I am excellent on policy, process enforcement, technical issues, SAAS solutions, resource strategies, best practices, ITIL and much more. I am a high energy, results oriented Operations leader who understands the technology, supports the big picture and couples it with ability to lead teams using a continuous service level improvement model. Each year I have reduced my budget while increasing service levels. By renegotiating support contracts, empowering and developing staff, implementing root cause analysis to eliminate repeat major incidents, eliminating manual processes and utilizing existing tools to the fullest, we have had success.
Due to my experience I can “hit the streets running”. I have a passion for a well-run IT function and routinely eliminate items that cause interruptions to the business. Proactive versus reactive alerting, trend detection, eliminating false alerts, replacing risky IT processes with best practices, concise metric reports with quantitative results, documented SOPs and manual process elimination are only some of the items we can review and implement. I bring Incident Management best practices, staff development, customer service experience, working “smarter” versus “harder” and much more. Support teams on and off shore that I have managed include: Batch Operations, Infrastructure and Application Monitoring, Wintel, Unix, Network, Database, Help Desk and the Major Incident Management escalation and remediation function. I have a proven track record of increasing stability, performance and resiliency while reducing risk and developing staff to exceed expectations. My analytical ability helps me to solve complex problems, optimize staff effectiveness, manage the budget, implement workflows/automation, manage projects and collect baseline key performance indicators on ALL processes and ALL infrastructure and application monitoring. By providing recurring automated reports and dashboards with concise metrics, my teams demonstrate an efficient continuous decrease in production incidents, reactive alerting and monitoring gaps.
Work is consistently reviewed and shifted appropriately to the correct resource technical level to optimize technical talent usage. Manual effort is considered a last resort by my teams and they are empowered to attack manual processes by using automation, orchestration and process elimination. Staff members are empowered and mentored to manage their careers by stretching their technical and professional abilities coupled with training and performance objectives. We can use Incident Management, Problem Management and monitoring to help improve customer service quality results by studying, evaluating and re-designing processes; establishing and communicating service metrics, monitoring and analyzing trends as well as implementing changes. I also lead Incident Management, Problem Management and I hold leadership responsibility for change approvals, Change Management and more. I thrive in an environment with rapidly changing business requirements and I am able to prioritize and manage across multiple, often time-sensitive initiatives. My goal continues to be focused on delivering business outcome; escalating and resolving risk and effectively managing technology spend. Thank you for your time to review my resume and I will standby and am ready to speak with you at some time in the near future regarding this position.
Sincerely yours, Joe Maloney
JOSEPH D. MALONEY Page 2
J O S E P H D. M A L O N E Y
SHREWSBURY, MASSACHUSETTS 01545
E X E C U T I V E S U M M A R Y
Highly effective IT Support leader with demonstrated strategic success. Exceptional ability to reduce cost while maturing multiple technology teams to exceed business objectives, minimize risk, deliver within financial objectives, and consistently increase operational capabilities. Proven track record of applying a dedicated, motivating, and positively oriented style at all times. Strong analytical skills to problem solve in a fast-paced technical environment. Q U A L I F I C A T I O N H I G H L I G H T S
Senior Leadership and Communication Vendor Relationship Management
Application Infrastructure and Operations Batch Support Service Desk and Major Incident Management
Global Monitoring and Support Network\Security Operations Center (NOC\SOC)
Staffing design Onshore and Offshore Infrastructure Engineering and Support
Configuration Management Database CMDB Owner ITSM ServiceNow Owner (including SDLC process)
SaaS Cost Saving Implementations Automation and Orchestration cost savings
Disaster Recovery Amazon Web Services Public Cloud
Incident, Problem, Change, Project, Capacity and Event Management
E X P E R I E N C E
Large IT Service Provider Westborough MA 2017- Present Senior Technical Delivery Manager
Providing Technical Delivery Services and operations management for multi-billion client, on and off shore, technical teams are held accountable by client and responsible for Active Directory 2016, Network, Security Operations, Identity Access Management.
Led multi-datacenter network assessment and presented with technical team.
A team member who presented operations service capabilities to a significant large client resulting in multimillion dollar contract.
WELLINGTON MANAGEMENT COMPANY, LLP, Boston, MA 2010 – 2017 VP/Director Enterprise Technical Services Operations
Manage Network Operations Center (NOC) - all Tier 2 Technical Support on and offshore. Wintel, Unix, Exchange, Network, Database, Middleware, Batch Operations, Incident Management, Global Monitoring, backups and more.
Strategically overcame budget constraints by reducing staffing levels to a 46 employee-to-consultant average. Implemented a new 24x7x365 follow sun infrastructure and application support model while increasing staff ownership, initiative, accountability, and career paths. Attrition was lowest among support groups. Fostered a culture of “change agents” versus
“order takers.” Incident tickets decreased by 50%. Established best practice processes including: proactive alerting, working “smarter versus harder”, trending techniques and manual process elimination.
Budget and management responsibility for hardware refresh, monitoring, backups, Wintel, UNIX, storage, Network, Tier 1 and Tier 2 infrastructure support, Operations\Service Desk, Disaster Recovery, Incident Management and ITSM ServiceNow. Responsible for leading high severity incident bridges. Mentored leaders to manage Severity 1 events.
ServiceNow owner for Incident, Problem, Change, Project, Orchestration, AWS, CMDB, Asset and HR. Over 20 custom integrations, 250 Service Catalog requests and workflows. Upgraded firm to latest version transparent to the user community
Led RFP reviews, partnered with procurement on contract negotiations and had an active role in vendor management resulting in increased license counts, better support, and reduced spend. Most recent contract reduced by $200K. JOSEPH D. MALONEY Page 3
Member or Chair of multiple leadership committees: Major Incident Management Committee Member, Production Stability Board, Change Activity Board (Chair: CMDB Infrastructure Committee), ServiceNow Priorities Committee, Infrastructure Change Activity Board, IT Planning Board. Efforts resulted in repeatable best practice processes.
Developed and implemented a Major Incident Management program based on business impact then root cause analysis, to manage high-severity level incidents in a repeatable manner. Business could easily address repeat outage issues, reducing risk and the time taken to eliminate the production impact. Reduced major incidents by 30% almost immediately.
Replaced the centralized global monitoring solution with a decentralized open architecture solution decreasing cost and technical debt by $300K, while providing an enhanced self-service solution using scripting, automation and orchestration.
Led successful SaaS transition with cost reduction and increased service for ServiceNow, Sumo Logic and xMatters.
Improved Disaster Recovery with metrics, comprehensiveness, automation and empowerment resulted in lower overall recovery times. Acted as final change approver for all infrastructure changes.
Designed and implemented the Configuration Management Database (CMDB) for enriched asset analysis, capacity and migration planning, and Information Security deliverables utilizing a front end portal written in Django and coupled with a Jasper reporting engine.
LEGG MASON INC, Baltimore, MD 1999 – 2010
Director Technology Support
Managed: Production Control 24x7x365 support, Technology Support Center, Desktop, Wintel, UNIX, Database, Storage, Network Support Center, Platform Monitoring and Disaster Recovery.
Implemented : NT Active Directory 2003, DNS, DHCP, Citrix, Exchange, Email archiving, Mail Sweepers, Proxy servers, Enterprise faxing, NAS solution, performance monitoring, application servers builds, multi-layered centralized anti-virus design, KVM solution, market data load balanced solutions and backups.
Reduced $10M budget by reducing every support contract: Microsoft, Sun, UNIX, IBM AIX, Sybase, Oracle, IBM TSM, Checkpoint, HP PPMC, RIM Blackberry, Dell, Network Appliance, Cisco, Riverbed and Citrix including
Decreased costs yet improved functionality by moving outsourced email compliance solution to a new vendor. $1.2 M savings over 3 years. Partnered with Legal department to create a detailed contract including SLA and penalties, resulting in reduced cost on every maintenance contract.
Migrated 3000 global Citigroup Asset Management users and apps into the Legg Mason. Segregated 3000 Legg Mason Brokerage users and Capital Market subsidiaries to Citigroup, Smith Barney and Stifel.
Implemented engineering discipline for detailed designs, reviews, documentation, hand-offs and ownership. Implemented employee development and training. Team members were routinely promoted throughout the organization. Acted as corporate and departmental mentor. Developed a Server Build Life Cycle process that properly tracked the asset and provided timely repeatable builds.
Empowered Prod Control to take ownership of all alerts. Nightly batch cycle failures and max run alarms reduced by 60%.
Implemented monthly NOC report with critical metrics. Incidents were reduced by 60%. Moved all support teams to a proactive framework based on ITIL, Lean, Six Sigma (“Five whys”).
Reduced abandonment rate at Technology Support Center (Help Desk) to <5% 24x7x365 while up time of production systems has improved to 99.99% consistently. Call volume 2.5k/month.
Responsible for all high severity bridges. Implemented program to manage all Major Incidents in a repeatable manner to provide consistency in the service delivered from the NOC, including incident summaries with concise business impact, formatted pages, root cause analysis and SLAs for report delivery.
IT Recovery Officer (including all IT application, infrastructure and security teams) for semi-annual business continuity tests. External audit result received the highest ratings of any tests conducted to date.
Partnered with Chief Information Security Officer and team to identify, review, approve, and develop solutions for internal/external vulnerabilities.
E D U C A T I O N
Bachelor of Science, Electrical Engineering, JOHNS HOPKINS UNIVERSITY Associate of Applied Science, Electronics Technology, CATONSVILLE COMMUNITY COLLEGE ITIL3.0 Certified 2015