281-***-**** • email@example.com
Innovative, strategic and decisive IT leader with extensive multi-national experience that includes planning and successfully executing a $28M global IT transformation program and driving all aspects of global IT Infrastructure support for 120 sites worldwide. Utilize deep knowledge of information systems, supported by strong commercial insights, to translate challenging business requirements into seamless IT implementations. Track record of rapidly and successfully delivering high-visibility projects and ensuring sharp focus of technical resources in the face of multiple priorities.
Ability to proactively identify project roadblocks and ensure swift, best-in-class resolutions. Polished interpersonal skills to favorably influence executive decision-making and lead large high-performance technical teams.
Global Program Management • Global Organizational Leadership • Strategic Planning
Operations Management • IT Strategy Definition • Project Management • IT Governance
Systems Implementations • Workflow Optimization • Continuous Process Improvement
Budgeting & Financial Leadership • P & L • Cost/Benefit Analysis • Business Relationship Management • Customer Service • Vendor Management • Multicultural Team Leadership • Agile
JP MORGAN CHASE, Houston, TX • 2017-Present
Leading global financial services firm with assets of $2.6 trillion, a presence in over 100 markets, over 210,000 business employees and 40,000 IT professionals. JP Morgan serves millions of consumers, small businesses and many of the world's most prominent corporate, institutional and government clients.
Executive Director / Global Program Manager of the Command Center Manager
Develop and drive the banks Global Incident Command Centers 3-year strategic roadmap. Our Command Centers support teams are represented by our multi - Lines of Business with all technical and application critical response services. Work directly with the executives and engineering support leads, ensure support tightly aligns to the bank’s IT vision and value objectives. Our GICCs consist of hundreds of process professionals, engineers. The services include Crisis Management, Major Incident Management, Proactive Monitoring, Business Communications, Advanced Telemetry and all traditional infrastructure Tier 3 level reaction teams.
Established the first cross Line of Business Program Governance Model, positioned the centers for firm wide engagement, collaboration, priority review and standardization.
Designed and executed a Core – Service approach to bring together the Firms disparate process execution and tool implementations through multiple business value projects.
Program led agile-based automation projects and tool enhancements to decrease manual based activities by 20% and free up man hours to focus on more proactive valued services.
Program led a holistic IT Risk-focused development team from requirements to production deployment of a world class advance telemetry impact awareness and preventative service capabilities.
Built a firm-wide Business Continuity Plan to enable a single GICC to go off line without impacting the immediate global support of our coverage's and positions the services for high resiliency in the event of a catastrophic impact.
Lead for the new Veterans induction and Women in Technology Co-Lead
LEE BURKHARDT • Page 2 • 281-***-**** • firstname.lastname@example.org
HUNTSMAN, The Woodlands, TX • 2014-2017
Manufacturer and marketer of chemical products for consumers and industrial customers with over 100 global manufacturing and R&D facilities, 15,000 employees, and 2014 revenues of over $12B.
Global IT Infrastructure Manager / Service Management Program Transformation Lead
Led all aspects of global IT Infrastructure support for 120 sites worldwide. Personally developed and managed a new Infrastructure technical management organization, supporting ITIL methodologies that include Release Management, Capacity Management, Disaster Recovery and Business Continuity Management. Supervised 10 direct and 30 indirect personnel, as well as 15 project support staff. Oversight for Change, Release and Capacity Management, business continuity, and disaster recovery in addition to Global Network Engineering, operations and support.
Directed successful restructuring and transformation of a decentralized global network team.
Broadened scope of global support teams to increase alignment with financial goals of transformational programs, while boosting technical support and responsiveness.
Oversaw the comprehensive overhaul and upgrade of Global IT Service Management software systems, while driving advanced automation in user, hardware, and software provisioning.
Cut 20% of outsourced capacity services costs and reduced capacity related incidents by 85%, through development and implementation of a Global Capacity Process and Global Service, as well as institutionalized controls, to generate additional budget savings.
Project-managed a multi workstream regional voice systems transformation to VoIP across Huntsman’s HQ site, 2 plants, one R&D facility and the Business Call Center that achieved full production in record time and under budget.
Orchestrated and managed all phases of the successful replacement of the entire Global IT Service Management System including the total business case, partner contract negotiations, project deployment strategy, implementation schedule and project team selection.
Conducted vendor evaluation, selected a replacement for a global IT Service Management Solution, and closely monitored team and vendor during 6 month implementation period.
Global IT Transformation Lead, 2013-2014
Drove all phases of a $28M Global IT Transformation Program focused on implementation of ITIL processes and procedures, re-alignment of change management, global call center consolidation and business value mapping. Built and nurtured a productive relationship with consulting vendor allowing for more efficient mitigation of opportunities and challenges.
Executed alignment that reduced YoY run rate by $6M.
Fostered a strong partnership relationship with a large consulting partner across all phases of the program and steered the relationship to ensuring that all deliverables were operationally sound, realistic and achievable.
Worked in close partnership with the Cyber Security teams to establish tight coalition with all ITSM process transforms
Exceeded financial targets of the program and delivered cost savings that were significantly above expectations while keeping the CIO and related business partners abreast of the program’s lifecycle.
COMPUTER SCIENCES CORPORATION (CSC) / BHP BILLITON PETROLEUM • 2012-2013
BHP was rated the world's largest mining company in 2015 with 29,000 global employees.
Global Services Delivery Executive
Directed IT infrastructure and application support operations for a high-priority, fast-paced and extremely demanding oil and gas industry client. Oversaw and mentored a global team of 110 personnel supporting more than 650 servers, 200 applications and 5,000 users across 25 global locations. Held direct $24M P&L oversight and drove efficiencies to lower client cost, while increasing value and financial performance goals. Strictly monitored the development and review of all proposals and project delivery. Performed the additional role of key Client Executive and interfaced regularly with client CIO, operational leaders and IM senior staff to ensure delivery excellence and strategic alignment to the business.
LEE BURKHARDT • Page 2 • 281-***-**** • email@example.com
Turned around a rapidly deteriorating relationship with BHP client and transformed the threat of losing the contract into a new contract extension.
Led our Cyber Security Services team through a comprehensive account assessment, identified business risk and drove the project execution plan through mitigation and operational sustainment.
Elevated customer satisfaction from 85% to 95% within the first 6 months.
Reduced major incident impacts by 50% through process improvements and strict adherence.
Achieved significant reduction in IT costs by steering support focus to key business value areas and utilizing lower cost models for less critical service offerings.
Leveraged strong senior CSC executive relationships to ensure the large and more rigid CSC organization kept pace with the more agile and dynamic BHP customer.
CSC NORTH AMERICA / CORPORATE • 2010-2012
Director, North American Operational Service Management & Regional Service Management
Performed role of Managing Director for the North American ITIL-based operational service management organization. Served as senior executive for the corporate administration maintaining support for 45 accounts and 420 global support employees with a $38M budget. Acted as Service owner as well as financial reviewer and approver for all new business support opportunities.
Established and developed the first-ever Operational Service Management organization from scratch and received strong presidential support for regional program delivery and expansion.
Played key role in increasing service level performance across the entire region increasing operational efficiencies and reducing service delivery costs.
Designed a regional incident reduction program that cut business impact by as much as 25% over 24 months.
Introduced global standard reporting and controls that fostered sustained and continually improved best practices, processes, procedures and increased executive visibility of the global products and services.
Built cost continence support models that exceeded customer expectations.
Worked closely with Service Executives and business leaders to ensure optimum alignment of strategic and account goals.
CSC / SACRED HEART - ASCENSION HEALTH • 2007-2010
Service Delivery Executive (SE)
Managed IT infrastructure operations of 6 hospitals across Southeast Regional Health Ministry accounts and led a team of 56 personnel with P&L oversight for budget of $22.7M. Administered entire accounts organization’s financial and budget activities to fund operations, maximize investments, and increase efficiency. Acted as key liaison to the CIO and CFO for resolution of client billing questions, services concerns, and IT-related service agreements.
Assessed all IT related service processes, surfaced opportunities for improvement, identified potential IT and HIPAA risk, build a improvement roadmap plan and executed a thorough resolution projects.
Enlisted the partnership with providers to design, cost and implement a highly resilient hospital on prem data center to ensure business continuity for their immediate medical regional area.
Lifted the account from an SLA score of 65% to 100% in 3 months and was the only unit to maintain a perfect SLA score for 18 consecutive months.
Provided expert, full-service oversight for 3,000 PC/laptops, 110 servers, all LAN/WAN systems, multiple campus-wide wireless networks, and local and remote helpdesk services.
CSC / GENERAL DYNAMICS LAND SYSTEMS (GDAMS) • 2001-2007
Deputy AE and Program Service Delivery Manager (SDM) - Top Secret Clearance Active
Performed dual roles of IT Account Director and Program SDM for a fast-paced engineering program for General Dynamics Land Systems. Supervised 21 personnel and administered P&L for $11M IT program that was in the later stages of engineering and testing of the new generation Expeditionary (Land and Amphibious) Fighting Vehicle.
LEE BURKHARDT • Page 4 • 281-***-**** • firstname.lastname@example.org
Partnered with the GDAMS Finance Manager to develop an alternative architecture that provided support for an improved program solution resulting in the delivery of the $1.2M GDAMS-CSC project that met with government requirements and enabled greater program control.
Worked closely with the GDAMS Director to successfully resolve significant embedded-vehicle software issues and led a 3-month project focused on hardware and software procurement, system development, deployment, tracking and timely delivery of critical system failure tools.
Oversaw and delivered the consolidation of multiple IT service request systems for 6,500 users into a single electronic application.
Led project to consolidate various remote access systems that streamlined the customer access request process for over 1500 remote users, reduced overall costs, and boosted security.
Built and delivered a GDAMS internal IT service model to support their high security development in compliance with our US Government IT Security standards and guidelines.
UNITED STATES ARMY / 82ND AIRBORNE DIVISION / • 1990-1998
82ND SIGNAL BATTALLION / FORT BRAGG, NC – (SSG) Section Lead
The senior signal sergeant plans, develops, coordinates, directs, and supervises the installation, operation and management of integrated C2 telecommunications and information management networks; writes Command and Control Communications policy; provides technical advice and assistance to commanders, staff, and subordinate units; coordinates Signal activities with higher, lower and adjacent headquarters; performs Signal staff and Senior Operations NCO functions, to include writing policy, procedures, operations plans, orders, and reports; uses computers to control and monitor network status in an operational environment; directs and assists Battlefield Spectrum Managers in the development of frequency allocation plans; develops battlefield Signal operations plans in support of organizations at battalion and higher levels, and for Joint and Combined Commands and activities.
Medals and accommodations: US Paratroopers Badge, US Air Assault Badge, Expert Marksmanship Badge, Combat Vehicle Drivers Badge, Machine Gun Leadership, Expert Grenade Badge, M60 Expert Badge, Meritorious Service Medal, Army Accommodation Medal, (3) Army Achievement Medals, (2) Good Conduct Medals, National Defense Service Medal, Humanitarian Service Medal, (2) Non Commissioned Officers Prof Developments Ribbon, Army Service Ribbon, Army Reserve Overseas Training Ribbon, 1 Excellence in Physical Fitness Award and (2) 82nd ABN Division Light Heavyweight Boxing Champ.
EDUCATION / CERTIFICATIONS
Bachelor of Science in Business (Coursework Incomplete)
University of Phoenix, Arizona (2007-2008) & David Lipscomb University, Nashville, TN
Telecommunication Technician – Central Carolina Community College, Sanford NC
Certified ITIL Service Manager
IMA Accelerated Implementation Methodology Accreditation
ITIL V3 Certification
ITIL V3 ITIL and the Service Lifecycle (CSC Certificate of completion)
ITIL Service Desk and Incident Management (CSC Certificate of completion)
ITIL Awareness (CSC Certificate of completion)
Executive Leadership Online – Cornell University, NY
Tactics and Skills for Negotiating / Preparing for Negotiations
Sustaining Momentum: Motivating Through Vision, Culture and Political Agility
Establishing Momentum: Managing Structure, Resources and Performance
Remedy 6-7.x, HP SM 7-9.4, Lotus Notes, MS Exchange, Lotus Databases, Access,
Nortel DMS 100, Avaya PBX, Audix V-Mail, Intuity V-Mail, Terranova, People Soft, Workplace, Concur, Microsoft Office Suite: PowerPoint, Excel, MS Word