Service Management

J ean Rall

Summary of Qualifications

IT Service Management (ITSM) collaborative development of measurable and repeatable Service Delivery models

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and teams, based on a best practice ITSM framework structured to meet the IT service needs of specific industry

verticals and consumer markets

Senior level leadership that achieves durable consensus among business professionals, infrastructure technologists,

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business managers, and executives – aimed at maximizing operational performance and minimizing cost of the IT

Service Delivery models

Management and operational ownership of Service Desk, Desktop, and IT Service Management organizations.

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Professional History

Forest Labs, Commack, NY (12/2010 – Present)

Manager, ITSM Process Management

Managed and used the ITSM framework to integrate Informatics components across traditional silos and transform

organizational capabilities into measurable and repeatable business services for this mid sized pharmaceutical company.

Achieved executive level backing from the Infrastructure Support, Applications Support, and Business

Management directorates, to couple strong process development with effective organizational change

management

Established a successful ITSM framework based support model – integrating governance, processes, and tools

automation for the enterprise

Collaboratively developed and implemented a Service Delivery model that was sponsored and valued by all of

the organizational directorates, integrating the critical support resources into a unified support structure (i.e. –

Service Desk, Applications Support, Infrastructure Support, etc.)

Assumed ownership for key ITSM framework processes (i.e. Incident, Change, Knowledge, Request

Fulfillment, etc.), and implemented critical new processes (Access, Event, Problem, Service Level Management,

Release, Supplier Management), according to the business needs of this pharmaceutical enterprise

Directly managed Service Desk, Desktop, and IT Service Management organizations

Established Critical Success Factors and Key Performance Indicators for each support process, and coordinated

reporting of both process and operational metrics to Infrastructure Support, Applications Support and Business

Management directorates

Lead a cross directorate team to develop and implement an automated Service Request process

Established sound on going Service Level Management practices, supported by Operating Level Agreements for

both internal and external service providers

Configured integration of all Process data (e.g. Incident, Change, Knowledge, Event, Problem and SLA targets)

and managed Service Levels within the support tools

Managed a highly effective Continual Service Improvement program for all processes and tools within the

Informatics environment – ensuring the highest quality services within tight budget constraints.

Catholic Health East, Newtown Square, PA (08/2009 – 12/2010)

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Jean Rall Page 2

Manager Enterprise Network Operations and Customer Support

Facilitated the consolidation of Network Operations and Technical Support for a multi institutional health system of

60,000 employees based in 34 acute care hospitals, organized within regional healthcare systems in 11 eastern states

(from Maine to Florida).

Implemented IT Shared Services plan to restructure staff, Service Level Management tools, and service delivery

processes for Network Operations and Help Desk support (Tiers 1 and 2)

Assessed and revised staffing models, implementing focused Performance Management programs to re skill and

re deploy incumbent staff to new roles

Gained consensus among regional IT stakeholders for restructure of existing Service Delivery operations within

the ITIL framework, to increase Enterprise operational effectiveness across multiple regional healthcare systems

Configured ITSM tools to facilitate and measure Service Delivery.

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Jean Rall Page 3

American Red Cross, Ashburn, VA (Winter/Spring 2009)

Contractor, Applications Support / IT Service Desk First Call Resolution Project

Assessed and recommended ITIL framework restructure for IT Service Delivery within the entire American Red Cross.

Created and implemented project plans for remediation of the end user First Contact Resolution process

Reviewed and revised effectiveness of existing IT enterprise wide metrics and reporting to drive continuous

improvement and guide infrastructure management decisions

Created and initiated detailed project plans to build end to end Service Level Management across user facing and

infrastructure directorates.

Mercy Health Services Baltimore, MD (11/06 – 7/08)

Director of IT Support and Enterprise Systems Management

Restructured the IT Service Management model for a rapidly expanding non profit hospital.

Revised the Enterprise wide Incident, Change, Problem, and Asset Management module workflows using Altiris,

to facilitate and measure the Service Delivery model

Base lined existing Service Levels, and established new targets

Established performance management planning to align individual Service Desk and Client Services activity

with service level targets

Established internal Operating Level Agreements with all associated service provider communities (i.e. internal

IT, vendors, end user “super users”, etc.)

Established Service Level Agreements and associated metrics and reporting.

Established a formal Change Management process across all IT Infrastructure and Applications directorates:

Configured the Altiris tool to facilitate and measure enterprise wide Change Management

Integrated the Incident and Change Management processes within the Altiris framework and throughout the end

to end Service Delivery workflows

Facilitated cultural transformation in a traditionally siloed IT environment

Established standardized and automated management of server and client resources:

Managed the end to end software delivery to desktops and servers

Managed provisioning process for desktops and servers, as well as all remotely connected devices (i.e. – Blackberries)

Managed the provision of all enterprise servers.

IHS Support Solutions, New York, NY (10/99 – 10/06)

Principal Consultant

Consulted with clients on the design, deployment and project management of Contact Center and Service Desk

construction, restructuring and consolidations.

Provided baseline and benchmarking services for clients against both vertical industry competitors and service

industry best practice.

Designed and deployed ITSM delivery models appropriate for internal and external, technical, and product

support service desks

Established and distributed metrics and reporting to gauge the effectiveness of the operation, and identify areas

for improvement.

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Jean Rall Page 4

Specific companies and organizations for which Contact Center consulting services were provided included: Dow

Jones and Company, Wall Street Journal, JP Morgan Chase, UBS Warburg, Goldman Sachs, Internal Revenue

Service, US Department of Transportation, WorldCom, Lifetime Television, Boeing, Associated Press, Memorial

Healthcare Systems, Virginia Hospital Center, Aventis Pharmaceuticals, Berlex, Inc., Chevron Texaco Nigeria and

Toden Computing Services Japan.

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Jean Rall Page 5

Cendant Corporation, Garden City, NY (9/97 – 9/99)

Director of Help Desk Services

Created a Consolidated Service Desk for the twenty two companies that merged to form the Cendant Corporation.

Integrated all service offerings within a central Contact Center, to sunset legacy Cendant company Service Desks

Designed and managed construction of a Service Desk facility within existing data center real estate

Selected and directed implementation of all infrastructure components (ACD, IVRU, CRM, and Web services

interfaces, agent desktop, etc.) using an ITIL framework

Recruited and trained Cendant IT and Product Support staff

Established workflows to maintain Best in Class support, while segregating service delivery to the competing

user communities of Cendant’s business groups (e.g. Avis and Budget, as well as Century 21, Coldwell Banker,

and other Cendant real estate companies).

Produced metrics and reporting to facilitate and measure all service delivery performance.

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