Frank Colangelo

Northern New Jersey

ac7kvp@r.postjobfree.com frankcolangelo.workfolio.com 201-***-****

Senior Vice President – Global IT Strategy & Operations

Strategic Technology Roadmaps & Transformations / Global Operations / Executive Partnering / ERP / ITIL / Implementation Management / Talent Development / Enterprise Solutions / Migrations / Data Centers / Process & Productivity Improvement Service Delivery / Vendor & Client Relationship Management / SLAs / Conversions / Lean / Offshoring & Outsourcing / Crisis & Risk Management / C-Level Decision Support / Workload & Resource Management / ELAs

A transformational IT executive with a proven record improving performance across a multitude of KPIs while aggressively driving down costs. Directed diverse global multidisciplinary teams to continuously improve processes, technologies and systems. Surpassed demanding corporate expectations, successfully managed global organizations, projects and programs to on-time, on-budget completion. Frequently promoted and selected to lead mission-critical transitions. Can make a strong impact by:

Devising & implementing nimble strategic technology roadmaps

Maximizing IT performance, quality functionality, reliability & ROIs

Aligning technology & processes with corporate & customer needs

Delivering superior levels of service & responsiveness to users & clients

Assembling, mentoring & motivating top performing cross-functional teams

A strong team builder and natural leader with a proven ability for building IT organizations that are cost effective and provide a sharp competitive edge. Training and education ITIL v3 Certification and Citi Lean Apprentice, as well as extensive professional development study.

History and Highlights

Senior Vice President - Global IT Strategy & Operations

Citigroup - GBMS (Global Batch Management Services)

2012 – 2018

Responsible for developing and executing global IT strategy, leading transformations, and streamlining and standardizing operations. Forge business partnerships that meet client goals in support of strengthening SLA commitments, reducing costs and providing productivity gains. Managed six direct managers, 65 support personnel and a $4.5M budget.

Slashed expenses by millions with moves to low-cost markets. To combat spiraling costs, revamped organizational charters and roles. Moved operations from NY/NJ to Irving, TX and Costa Rica. Conducted training, made contingency plans and orchestrated complex communication in support of global strategic centers of excellence. Realized cost reductions of $4.1M. Trimmed headcount by 37 in a 183-person department. Instrumental in moving Manila operations to Chennai and London operations to Warsaw.

Turned around an underperforming global operation. The Global Batch Production Support Team was not meeting the business partners’ ever-changing business needs. Transformed the group’s mindset from a reactive to a proactive culture. Boosted productivity, improved SLA commitments, cut business costs/risks, shortened time. Improved overall batch success rates (mainframe/distributed) 24% overall and 17% for franchise-critical batches.

Expanded the services of the global batch transmission services team. Found that the global team actually functioned regionally and that responsibilities were unclear. Devised a strategic transformation to hire, train and retool the organization. Improved or automated processes at every opportunity. Gained control of license distribution and certification costs, which generated $800K in license fee savings. Hosted weekly staff meetings to ensure everyone was working toward the same goal. Established follow-the-sun support model.

Orchestrated a successful leadership development & mentorship program. To ensure that promising next gen talent was fully developed and that unplanned turnover would not be disruptive, created a leadership development program. Devised succession plans. Augmented senior management bench strength by hosting mentorship programs. Slashed turnover, made the organization more versatile and nimble.

Senior Vice President - Global Head Workload Automation

Citigroup - GBMS (Global Batch Management Services

2006 – 2012

Promoted to direct global strategy for distributed scheduling products (AutoSys, TWS.D, OPC). Held decision-making authority for IT development, expansion and right shoring initiatives. Managed a $4.2M budget and a 15-person staff.

Improved service levels with global business partners. Assessed value of services (tools, processes and functions) and satisfaction. Hosted global focus group meetings with senior business partners. Identified which new services were required to meet constantly evolving business requirements. Eliminated services no longer of value. Improved service level satisfaction 21%, cut regulatory challenges 14%.

Seamlessly completed massive change initiative under intense time constraints. When Computer Associates (CA) announced that support for Citi’s global workload automation tool (AutoSys) would end in 18 months, the business was at risk. Took charge of coordinating the global upgrade with over 5,000 business partners, across 1,300 applications and 250,000 batch jobs. Hosted global business engagement presentations with senior business partners to explain the why/how. Spearheaded the execution of the global project plan that included definition/design, timelines, roles, conversion/migration schedules, training, deployment and business partner sign-off. Completed three months ahead of the planned one-year schedule and under budget (saved consultant fees of $150K).

Rescued a project in jeopardy. Selected to take over a project to move all distributed enterprise-wide monitoring capabilities from New Jersey to Warsaw, Poland that had fallen behind schedule. Strengthened accountability, ensuring that all involved were aware of roles and key timelines. Coordinated activities of managers, engineers and business partners in Warsaw on a daily basis. Concluded the project and realized a reduction in force of seven FTE personnel.

Senior Vice President - Regional Workload Automation

GBMS (Global Batch Management Services)

1997 – 2006

Promoted to lead all regional distributed scheduling groups for AutoSys, TWS.D (MAESTRO), Robot & OPC partnering with key business stakeholders to identify emerging business opportunities and requirements with IT enabled distributed scheduling solutions. Directed staff of 12, budget of $3.1M.

Provided a multi-platform global distributed job scheduling solution. Transformed a chaotic, out-of-control processing environment to one that is innovative and a paragon of best practice & scalability leveraging the tool (AutoSys). Benefits include productivity gains, corporate governance soundness, reductions in business costs/risks and greatly reduced fiscal/business impacts, in terms of the scale and scope of the global workload automation space, it includes 2 million jobs defined across the complex, 34,000 remote agents and 20,000 users.

Supported growth. As the firm grew, the workload automation tool (AutoSys) was experiencing degradation/scalability challenges. Built an engineering team to optimize AutoSys to meet service level goals. Cut batch event lag-time enabling Citi to meet the demands arising from new user implementations, and organic growth based on lab simulators. By overcoming these technical and operational challenges Citi went on to become the world leader in the batch processing throughput workload automation space, and leveraged by the vendor as a reference site.

Instituted a proactive approach to head off potential batch job failures before they occurred. Spearheaded the project to bring in a CA analytical tool (JAWS) that performs real-time forecasts based on the current batch status of a job, and generates alerts when thresholds are at risk of being missed. Took accountability and led the project, obtained business requirements and test bed environment, invited business partners to participate in the quality assurance certification, directed training, and drove production implementation. This predictive analysis solution became the bedrock of heading off possible business/fiscal and or regulatory challenges in a proactive approach. Batch success rates improved 17% and services improved.

Streamlined vendor license management. Negotiated with the vendor (CA) to replace cumbersome reporting and relicensing requirements with an enterprise-wide license contract that did away with the need of obtaining license keys on almost a daily basis. Improved productivity gains and reduced business risk.

Reduced systems outages 27%. Implemented actionable alarm notification solution by installing a tool, NetCommand, routed all PRIME system console actionable alarms/alerts to a central console that was manned 24x7x365. Enabled operators to more readily react to actionable alarms/alerts enabling them to take preventive action to stave off potential impacts, and improving time-to-fix and time-to-cover events.

Educational and Professional

Education: Associate Degree, Major Real Estate, Minor Information Technology, Bergen Community College.

Professional:

Certified ITIL v3 Foundation and attended v3 Intermediate Operational Support and Analysis

Citi Lean Apprentice

MS Office Package (Word, Excel, Outlook, Project, PowerPoint), SharePoint, ServiceNow, AutoSys (CA’s Workload Automation Tool)

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