Manager Project

Ken DeFilippo

West Milford, NJ *****

Mobile +1-201-***-****

**********@*****.*** RESUME

Executive Summary:

• Over 15 years Global IT Management experience specializing in Subsidiary Infrastructure consolidation,

Infrastructure deployment and expansion, Logistics, Supply Chain, Transportation and Financial Industry

Applications and Infrastructure. 220 Countries and territories located in APAC, EMEA, LATAM, and NA.

• Experience in adopting emerging technologies and developing innovative solutions to operate the

company more effectively and efficiently.

• Outstanding leadership capabilities that turn around dysfunctional management groups into winning

teams. Helping to develop my team member’s capabilities beyond their perceived limits, is a big part of

my management priorities.

• Exceptional problem-solver delivering new solutions as well as process improvements, which become

enterprise standards, as well as operational models for others to emulate.

• Proven ability of strengthening client relationships, enhancing service levels and reducing cost.

Recognized as the go-to-person for results.

• Led and managed teams in deploying, maintaining, and supporting an infrastructure of 42 Core Data

Centers, 46,000 Distributed Servers, and 240,000 Desktop/Laptops in support of over 7,000 business

applications, in an environment supporting 368,600 Enterprise wide change events annually.

Technology Experience:

Data Center Infrastructure, Citrix, Client Server Platforms, HP Blade Servers, Linux/Unix/Stratus, VMWare ESX,

MS-Exchange, Tivoli & SMS agents, Web Based Technologies, Windows and Apache Web Servers, BMC, Oracle

DBs, EMC, SAN/NAS Storage and others, Desktops, Laptops, Productivity Suites, Win 7, Win 8, Linux, SQL,

AS400, Mobile Devices, Right Fax/Load runner, Automation and Customer Facing technologies, Scanning

Solutions, Helpdesk/Call Center Operations, Localized Applications, Proprietary Hardware devices, and others.

Education, Special Activities:

• Masters of Business Administration, Minor in Information Management, Graduated with Honors

• Computer Science Adjunct Professor, Dowling College Satellite program New Jersey, 1997-2004

• Corporate Representative for the Asia MBA program, Stony Brook University, New York, 1997-2011

• Instructor of Toltec philosophies and practices of wellness

Professional Experience

JP Morgan Chase Jersey City, NJ

Role: Vice President - GTI Client Engagement/Service Transformation

Date: December 2013 – Present

Group Information and Purpose: GTI Client Engagement/Service Transformation/Project Office delivers cross-

GTI business, service improvement and project execution results through leveraging strong matrix relationships

with the GTI Product Area and Line of Business technology teams.

In this space my primary focus is to drive Project Management Excellence and process improvements globally

across the GTI project execution environment, providing guidance and prioritization to my PMO and Project

Management process teams. We work closely with the GTI Global Real Estate project management and Project

Transformation teams.

• Managing complex Investment Projects which includes end user, mainframe and existing distributed

technologies, as well as evolving technologies.

• Ensure the teams’ adherence to master plans and schedules, and their capabilities to develop solutions to

project problems.

Role: Vice President - CIS / Global Technology Infrastructure

Date: November 2011 to 2013

Group Information and Purpose: Globally responsible to consolidate, improve and create logical and physical

IT services consumed by applications. The services span across most Data Centers, the Global Network and

Distributed Technologies of the organization.

Led the DC Implementation Engineering effort for a newly launched Data Center Refresh Program for North

America. Implemented a “Last Man Standing” charge program to motivate Business Units to adhere to timelines

and due dates. These efforts densified the population, created white space within existing locations, and resulted

in a cost avoidance of nearly $225 million. 32% of all targeted assets were decommissioned.

Worked with various groups to identify ways to improve the “Speed to market” of generating the white space, and

created an ESF Merge program. This effort successfully collapses targeted areas within a 24 hour period with

minimal impact to the customers. New white space is generated within weeks instead of months.

Additional roles:

• Participating in architectural & pre-project IT planning sessions to convert requirements into highly

efficient, redundant, and successful installations.

• Prioritizing IT consolidation/optimization opportunities into a recommended transformation program.

• Working with vendors to create, change, and improve upon current product designs.

United Parcel Service Mahwah, NJ

Role: Global Manager for Capacity and Performance Management Group

Date: January 2007 to 2011

Group Information and Purpose: The CPMG ensures that all required IT infrastructure is provided at the right

time, right volume, right price, and used in the most efficient manner possible for the business.

Led and developed technical teams in the efforts to evaluate, configure, purchase and provision technology

infrastructure needs world-wide.

Routinely championed and effected changes within client relationships and internal partnerships. Relationships

with senior management enabled me to introduce and motivate them to jump on board in supporting aggressive

adoption rates. We realized a 42% saturation rate of VM into the Global Data centers within 2 years by

establishing automated methodologies, new practices, and setting and reaching aggressive objectives.

Designed & enacted a $36 million dollar cradle-to-grave lifecycle program for more than 223,000 x86

Infrastructure assets worldwide. The programs synchronized physical replacements with application and OS

upgrades/replacements. Budgeted funds were never exceeded and were leveraged to the maximum benefit of

the organization.

Role: Global Manager for Corporate Technology Support Group

Date: March of 2005 to January 2007

Group Information and Purpose: CTSG manages IT resources to ensure that the business has what is needed

to successfully deploy and support technology systems world-wide.

Re-engineered work flows and technical teams within the subsidiary management organizations to align with the

parent company’s technology support processes. Addressed tactical support of existing infrastructure while

working towards the strategic blending of best practices for all business units.

Assumed responsibility and revamped the strategy to bring subsidiary acquisitions into the support umbrella of the

Global Technology Support Group. The initial assimilation project was behind schedule and over budget. Worked

with cross functional team leaders to regain scheduled milestones and completed the effort on time. In less than

1 year 225 sites were visited; 7,730 systems migrated to the new domain, and 1,856 PCs were replaced, ending

the year at 98.41% to plan.

Was a leader in the enterprise effort to revamp the customer technology program to better protect UPS and its

customers by moving from a single vendor to multi-vendor sourcing. Worked with Business Development,

Technology, and Legal counsel to redesign solutions to protect the organizations data rights and authority.

Role: Automation Manager for Package Process Management Group

Date: January of 2003 to February 2005

Group Information and Purpose: PPM ensures that the IT organization is meeting the operational and logistical

requirements of the business.

Created and implemented a vision of where operational reporting needed to be in order to bring value to the

organization from the automated facilities. Lobbied with application and operations senior management, to have

them champion and support working towards the vision.

A flexible function was built to allow reporting to be customized at the site level, for their specific systems. The

new clarity of information provided performance and productivity gains in multiple locations. Additionally, the data

was used during design sessions to create value-add enhancements and retire end of life functions. Established

training for end users, coordinated product roll outs and ensured on-going support of the systems.

Role: Northeast Technology Manager for UPS Professional Services, (UPS PSI, Inc.)

Date: November 1999 to January 2003

Group Information and Purpose: PSI works with customers to identify technological, logistical, and supply

chain areas for enhancements and improvements for their business. Enhancing the customer experience and

managing the bottom line are the primary focus.

Led cross functional and cross company, dialog and planning sessions to evaluate the customer’s unique

business requirements and find global solutions tailor-made for the their enterprise. These efforts included

working with VP and C+ levels of customers in the Finance, Insurance and Real Estate (FIRE) industries which

represented $4+ billion dollars (Fortune 100 accounts) in annual revenues. Some examples include:

• Morgan Stanley ($15 Million): Through identifying, adopting and leveraging existing technologies the

client was transitioned to UPS as the standard preferred shipping and logistics provider. Solutions

implemented included EDI exchanges, shipping systems, and Custom Internet technologies, and

were deployed throughout the US.

• Verizon ($36 Million): Developed and implemented a 7,000+ user “hardware free” shipping solution.

This incorporated core Internet technologies as well as customized electronic billing options, training

of the application support teams, end users, deployment of the solution, and follow up strategies.

Other clients included Bank of Canada, Cannon, Universal Theme Parks, Citadel Property Management Corp,

Sony, TD Waterhouse, Aetna, Johnson & Johnson, Pearson Education, Lenox, And others.

Role: Global Manager for International Technology Support Group

Date: September 1995 to November 1999

Group Information and Purpose: ITSG worked with newly acquired companies to introduce, train, and coach

their IT resources to configure, deploy and maintain and manage the core business technology products world-

wide.

As Project Manager I led the TSG effort to introduce the DAID (delivery computer) and supporting infrastructure

technologies into the Global areas of operation. Recruited and trained teams in the US to deploy regional and

country specific versions of these cornerstone products.

In addition to technological responsibilities, contributing to the profitability by growing the business was a priority.

I requested to work with strategic accounts through a Customer Presentation Program. My efforts in this program

contributed to $1.7 million of “Win Back” revenue, and $9.8 million of “New” revenue. In total the program

presented to Fortune companies representing over $77 million dollars in the first year.

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