Executive Management
Resume:
MARK A. MONTGOMERY
Anaheim, California *****
****************@*****.***
www.linkedin.com/pub/mark-montgomery/7b/608/381
EXECUTIVE MANAGEMENT
Operational Leadership Business Development, Growth, and Innovation
Highly talented, dedicated, and results-driven senior executive, powered with 20 years of impressive record of success in delivering multimillion-dollar savings and operational efficiency improvements. Possess stellar reputation in managing internal, sourced, and outsourced projects working with both domestic and international resources toward fulfillment of corporate goals. Offer high caliber qualifications in developing and implementing innovative strategies and solutions to complex and challenging problems; with a hands-on, lead-by-example style that fosters a culture of teamwork, shared mission, and dedication to operational excellence. Possess keen attention to detail and ability to work in globally competitive, fast-paced environments while juggling multiple priorities.
CORE STRENGTHS
- Project Management and Data Center Operations - Continuous Process and Performance Improvement
- New Business Development - Strategic and Tactical Planning
- Leadership, Training, and Team Building - Budget Allocation and Cost Control
- Superior Negotiation and Presentation Skills - Outstanding Customer and Vendor Relations
- Articulate Oral and Written Communication - Problem Resolution and Decision-Making
EMPLOYMENT HISTORY
SOUTHERN CALIFORNIA EDISON - ROSEMEAD, CA: 1996–PRESENT
Senior Manager Infrastructure Services/Service Management and Strategy 2011–Present
Masterfully lead all aspects of IT Service Management (ITSM) strategic initiatives as they relate to process governance. Manage all phases of work from the development of request for proposal (RFP) for the BMC Remedy contract negotiation, initial assessment/diagnostic through process/organization design and implementation. Take full management accountability in establishing roadmaps for deploying effective processes to maintain optimal IT service. Spearhead and mentor the team responsible for negotiating contracts. Take accountability in the daily activities of physical design architects, responsible for completing all computing design for three data centers. Provide expert oversight to project costing, project coordination, metrics, and process improvement. Collaboratively work with various IT and business organizations such as, server, storage, computer, and network groups, including business partners toward fulfillment of corporate goals. Review all projects for adherence to standards, sizing, and operational characteristics. Closely monitor all projects ranging from small to multi-year, multimillion-dollar projects.
- Successfully implemented the ITIL policies, concepts, and processes for managing IT services
- Initiated the development and implementation of desktop computing, network, data center, disaster recovery, and cloud computing environments
- Received appointment for defining three- to five-year IT Service Management strategy as it relates to Service Management process improvements
- Drove all efforts to deliver exceptional process modeling/simulation/architecture through organizational design
- Fulfilled expanded responsibilities as the configuration management process owner, including management, execution, and monitoring of the configuration management process in accordance with ITIL best practices
- Exhibited superior talents in performing continuous comprehensive assessment of the current environment to provide recommendations into a strategic configuration management roadmap, which subsequently submitted to senior executives for consideration
- Led the Configuration Management Change Control Board (CCB) in ensuring that all changes are reviewed, approved, and implemented in compliance with new audit requirements
- Directed and coordinated SCE’s data centers, computer room, and IT space, along with other critical systems that support IT services at several critical facilities
- Achieved $10M+ in cost savings through computing infrastructure consolidations and virtualization
- Managed over $150 million capital and O&M budget with more than 75 projects in the pipeline and supported a staff of in excess of 150 to build and operate a diverse and complex computing infrastructure of server, storage, database, and mainframe environment
- Ensured uninterrupted (99.999%) enterprise IT services by implementing stabilizing standards, effective capacity and performance management, and enterprise monitoring and response programs
- Sponsored an innovative service model through an on-line self-service system, and led the team responsible for reducing the virtual server provisioning cycle time by 90%+ by deploying a private Cloud solution
- Supervised daily activities of the team responsible for the Enterprise Security Vulnerability assessments; NERC CIP, SOX and internal audit compliance; business continuity and risk management through datacenter electrical system upgrades, advanced disaster recovery planning, and corporate incident command center plan manager
- Implemented a service management model for SAP conversion: Helped reduce incidents from 26k (at conversion) to 16k in 6 months while maintaining a 98%+ customer satisfaction
- Created a proactive problem management function to reduce the chances of future incidents and problems, and to increase the speed, satisfaction and quality of current services provided to clients
- Increased “% of Time Project Commitments Met” by 95%, and decreased Intel-based physical server “Provisioning Days” by 39% in 1 year
Business Relationship Manager 2008–2011
Diligently managed strategic partnerships between IT and multiple internal client organizations to ensure optimum return on clients’ technology investments. Established productive business relationships with all levels of SCE executives, managers, external agencies, and vendors. Employed dynamic leadership talents to cross-functional technology teams to develop the overall design and delivery of the technology solution. Provided expert oversight to the account management teams in assessing clients’ application portfolio based on vendors’ strength/viability, cost of ownership, levels of obsolescence, and system functionality and SWOT analysis. Fostered positive working relationships across the organizational structures in support of one of the largest portfolio’s of Customer Service Business Unit to support approximately 4,000,000 external customers. Applied dynamic leadership talents for cross functional IT account management teams to enhance their competencies in resolving service delivery issues, providing solutions to mitigate IT-to-business impacts of enterprise projects, and supporting cross cutting company initiatives. Rendered high level of assistance to secure capital funding for a five-year technology strategy in conjunction with the customer service organization.
- Developed long-term business strategies, IT technology roadmaps, and annual operating plans in collaboration with the clients and technology teams
- Championed in formulating the customer service business unit’s long-term and annual plans, including technology portfolio view, business capability requirements, business drivers, and technology roadmap
- Led the team accountable for managing a $500M technology portfolio, thus meeting customer’s business initiatives and improving client satisfaction
- Played a vital role in providing monthly updates on critical system impacts and strategic approach on addressing long term impact to the customer executives, including the business unit’s executive vice president, information technology executives, and chief information officers
- Partnered with business unit executives in developing short- and long-term strategy on IT solutions, as well as with the customer service to develop strategy in addressing current challenges
Senior Portfolio Manager/IT–Solution Delivery Management 2006–2008
Displayed unsurpassed management abilities for the two of the largest technology program/project portfolios in the company: Customer Service and Transmission Distribution units. Performed strategic planning for technology, business, and programs throughout the business units in conjunction with the senior management. Facilitated training for staff to develop their competencies and meet customers’ portfolio support needs.
- Optimized operational efficiencies by working with a team in developing, updating, and coordinating the business unit’s portfolio strategic plan
- Earned distinction for managing a project pipeline of more than $350M
- Successfully led a team to implement major enhancement to the outage management system for Transmission and Distribution in an effort to reduce outage durations as well as improve customer satisfaction due to outage awareness restoration
Senior Manager/Application Services for Transmission Distribution 2004–2006
Exemplified remarkable leadership skills in the day-to-day operations and client expectations for the department. Supervised more than 100 employees and consisting of project managers, application developers, analysts, IT technical specialists, and contractors to achieve their maximum level of potential. Supported more than 6000 employees to develop their competencies and achieve their maximum level of potential.
- Allocated budget for a portfolio of up to 100 applications/system and more than $6M for Transmission Distribution Group
- Received appointment to manage major and critical applications/systems include: outage management system (OMS), work management system (WMS), resource scheduling board (RSB), performance partnership system (PPS), and distributed service request and pricing (DSRP)
- Streamlined work processes used to provide quality products to the business clients and automated solutions to improve business operational efficiency in partnership with the senior management and client organizations
Desktop Support Service Manager/IT–Service Management 1996–2004
Demonstrated proficiency in managing the entire cycle, including process changes, vendor selection, planning, negotiation, and implementation; thus improving service levels while reducing costs. Functioned as an integral part of the team tasked to evaluate and coordinate efforts for the outsourcing of Edison’s data centers, LAN and WAN infrastructure, desktop, help desk, and applications support with an estimated impact of up to $500M. Maintained frequent interaction with external consultants, such as Gartner, STI Knowledge, and Helpdesk Institute to understand industry best practices and propose recommendations to improve helpdesk processes and tool usage. Innovated the structure for IT’s Tier-2 and Tier-3 software support organization.
- Cost-effectively saved $2M for outsourcing the desktop support of approximately 15,000 desktops
- Led the seamless transition of major tool implementations to the helpdesk, such as Tivoli Remote Control, Peregrine Service Center tool for managing and maintaining all of our trouble ticket data, historical data for reporting purposes, and trend analysis for process improvement
- Oversaw the implementation of Apropos which is the Computing Telephony Integration tool (CTI) for managing the inactive voice response for call routing, information updates, as well as self-help tools
- Secured the company from virus outbreaks by effectively managing a team responsible for the antivirus
- Built a strategy to centralize desktop support from the business units as part of Common Desktop Environment (CDE)
- Received recognition for establishing and managing the following group to continuously optimize operational efficiency:
- IT’s Internal Product Support Group for performing research on technology solutions, as well as reviewing documentation to ensure processes were production ready before handing to the tiered structure
- IT Process Improvement Group for executing continuing assessment of the processes and providing recommendations for process improvement
- IT Dedicated Support Group for building the strategy and supporting applications specific to the business
- Dedicated Executive Support Group for rendering software and hardware support for senior officers and executives in the company
- Deployment Team for managing enterprise-wide application deployments
EDUCATION, TRAINING & CERTIFICATIONS
MASTER OF BUSINESS ADMINISTRATION - University of Redland, CA
BACHELOR OF ARTS IN ORGANIZATIONAL LEADERSHIP - Chapman University, Orange, CA
Completed training in project management and strategic planning Executive Leadership Program
MIT Sloan Executive Certification in Innovation and Strategy Information Technology Infrastructure Library (ITIL) Training Certification
MAJOR ACHIEVEMENTS
Horton Humanitarian Award Chief Information Officer Achievement Award for People Strategy
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