Manager Project
Resume:
Thomas
D
Roseberry
Ct,
Sandy
Springs,
GA
30328,
770-
331-
*********@*****.***
Summary
with
a
Global
Company,
managed
the
raised
floor
environment
of
a
70,000
Sq.
Ft.
Data
Center,
relocated
infrastructure
equipment,
managed
infrastructure
projects,
managed
relationships
with
vendors
and
partners,
worked
with
International
teams
and
various
technologies
including
Unix,
SAP,
Windows,
Networking,
Mainframes
and
Network
switching,
wrote
standards
and
procedures,
and
implemented
solutions
and
solved
challenging
problems.
Experience
Aug
2002
Coca-
Cola
Enterprises/Coca-
Cola
Refreshments
-
Oct
2014
PROJECT
MANAGER
(3
years
contract
10
years
employee)
Managed
a
wide
variety
of
infrastructure
projects
within
Coke's
primary
global
data
center
serving
over
50,000
worldwide
users.
Projects
ranged
from
moves/add/changes
to
upgrades
to
relocations
to
new
installations.
Also
performed
day-
to-
day
problem
resolution
for
connectivity,
performance
and
outage
issues.
Took
on
projects
requiring
vast
institutional
knowledge
that
has
massive
ROI.
Created,
documented
and
implemented
standard
project
procedures.
Sample
major
projects
include:
• Voice
Pick
Application
was
under-
utilized
and
had
multiple
performance
issues.
Improved
Utilization
of
the
system
from
63%
before
the
project
to
over
90%
for
2013.
YTD
2013,
33,176,398
cases
were
picked
using
the
improved
system.
This
represented
a
38%
improvement
over
2009
total.
Cases
per
hour
increased
23%
over
2009
totals
• Improved
communication
with
Business
leadership
establishing
a
direct
contact
with
the
initiative
Managers.
This
cleared
up
a
lot
of
misconceptions
about
the
technology
and
how
it
works
• Worked
with
the
Network
team
to
properly
prioritize
data
traffic.
This
action
allowed
us
to
audit
the
traffic,
and
we
determined
there
were
a
number
of
sites
with
incorrect
router
settings,
which
were
then
corrected.
• Learned
that
we
were
running
1/3
of
the
traffic
on
a
server
dedicated
for
databases
that
would
reduce
resources
while
running
reports.
Worked
with
the
Unix
and
SAP
teams
to
add
capacity
to
the
other
two
application
servers
and
moved
traffic
off
the
database
server.
• Gathered
requests
for
new
functionality
from
end
users,
obtained
Management
approval
and
partnered
with
the
Vendor
for
their
implementation.
• Oversaw
changes
to
multiple
cross
sectional
systems,
which
were
neither
aligned,
nor
running
the
proper
version
of
software
and
firmware.
• Engaged
a
wireless
expert
to
do
no
cost
training
for
Field
IT
to
help
with
wireless
surveys.
Then,
produced
multiple
training
presentations
and
updated
out
of
date
information.
• Overcame
issues
related
to
data
entry
limits
by
working
with
supplier
to
record
product
descriptions
that
had
previously
been
garbled.
The
Network
Team
could
stream
Video
Town
Halls
but
could
not
do
them
consistently.
They
would
often
encounter
issues
with
the
video
stream.
I
led
a
team
of
key
stakeholders
to
identify
and
understand
the
issues
involved.
Improved
communication
by
having
the
cross
sectional
teams
work
together
to
achieve
the
desired
goal.
Upon
completion
of
the
effort
we
successfully
streamed
Video
for
all
future
events,
including
the
initial
Town
Hall
after
the
merger
with
Coca-
Cola
that
had
over
4000
individual
streams.
Returned
hundreds
of
man-
hours
back
to
normal
business
functions.
Began
by
changing
the
core
methodology
for
measuring
success.
Over
half
of
our
locations
did
•
not
have
the
bandwidth
to
stream
video,
so
they
were
removed
from
the
calculation.
This
created
a
better
metric
of
the
situation.
Became
much
more
targeted
with
the
testing
to
get
to
the
route
of
the
problem.
•
Worked
with
the
network
team
to
ensure
the
Quality
of
Service
(QOS)
settings
were
corrected.
•
Established
a
standard
for
router
settings
and
ensured
they
were
implemented.
•
Worked
with
the
network
team
to
ensure
non-
critical
data
traffic
was
rescheduled;
which
was
•
also
beneficial
to
normal
business
operations
as
the
traffic
was
better
suited
to
be
pushed
during
non-
peak
hours.
Established
a
comprehensive
checklist
of
all
the
critical
path
items,
which
was
completed
prior
•
to
every
broadcast.
Held
planning
meetings
for
upcoming
events
to
ensure
all
contingencies
were
covered.
•
Completed
testing
at
individual
sites
that
were
still
experiencing
issues
until
they
were
resolved.
•
Management
of
the
raised
floor
environment
of
a
70,000
ft
data
center;
relocate
and
consolidate
all
IT
equipment
for
a
company
with
over
70,000
employees.
Relocated
all
computer
equipment
from
the
US
and
Europe
without
major
incident,
which
kept
business
critical
applications
running
with
minimal
downtime.
I
maintained
world-
class
cabling
and
documentation
standards
for
long-
term
success.
The
Data
Center
is
the
envy
of
the
Coca-
Cola
family
and
has
run
with
only
one
outage
for
over
11
years,
and
assembling
a
track-
record
of
99%+
availability.
Oversaw
the
installation/removal
of
over
3
miles
of
Cat
6
cabling
and
100,000
plus
fiber
cables.
• Developed,
built
consensus
agreement
for,
and
wrote
standards
and
best
practices
which
were
subsequently
fully
supported
by
the
business
units.
• Teamed
with
another
PM
to
manage
consolidations
and
relocations
of
varied
types
of
equipment
from
across
the
US
and
Europe.
• Developed
strong
project
plans
detailing
every
aspect
of
movement
and
installation
following
world-
class
standards.
• Completion
of
European
Printer
upgrade
that
was
urgently
needed
as
the
printer
software
was
out
of
support
and
caused
repeated
issues.
I
managed
Go-
Live
events
with
new
software
without
disrupting
bottling
operations.
This
increased
printer
availability
considerably.
• Revised
methodology
to
deploy
new
software
eliminating
outages
that
had
encountered
during
earlier
rollouts.
• Eliminated
the
majority
of
the
travel
expenses
that
were
required
with
old
methodologies.
• Oversaw
application
development
activities.
• Dramatically
increased
speed
of
deployments
from
1
month
to
one
week
per
site.
• Completed
project
before
projection.
Managed
vendors
and
technology
partners
to
improve
processes
and
save
costs
•
Met
with
numerous
partners
and
vendors
to
find
best
quality
at
lowest
cost.
•
When
issues
were
encountered,
established
criteria
that
must
be
met
to
continue
to
be
a
•
preferred
vendor.
Re-
evaluated
all
vendor
relations
every
2
years
for
price
reductions
with
each
effort
resulting
in
•
5-
10%
price
reductions
across
the
board
saving
the
company
over
$50,000.00
in
2006
alone
in
material
expenses
(as
reflected
on
supplier
invoices).
Managed
relationship
with
Customer
Business
Solutions
maintaining
hosting
revenue
of
•
$400,000.00
per
year.
Established
new
guidelines
and
streamlined
processes
to
speed
delivery
of
server
builds
by
•
eliminating
redundant
steps
in
the
approval
process
from
2
weeks
to
1
Jan
1997
Suburban
Lodges
of
America
-
Jul
2002
MANAGER
OF
CONSTRUCTION
SERVICES
A
small
fast
growing
Extended
Stay
Hotel
company
needed
to
open
20
hotels
in
one
year;
however,
the
most
they
had
done
previously
was
5
in
a
year.
I
built
a
team
to
turn
a
construction
site
into
an
open,
revenue-
producing
hotel,
including
all
logistics,
deliveries
and
services
arriving
and
installed
in
a
timely
fashion.
• Built
a
strong
checklist
of
all
items
required.
• Hired
team
of
5
Project
Managers
and
assigned
locations
taking
geography
and
schedules
into
account.
• Scheduled
and
held
weekly
calls
with
each
Project
Manager
to
review
their
progress
and
assist
as
required.
• Traveled
as
required
to
troubleshoot,
reinforce
priorities,
and
ensure
deadlines
were
completed
on
schedule.
• Record
number
of
Hotels
opened
the
first
year
(20).
This
project
management
structure
continued,
and
the
company
went
from
15
hotels
to
over
100
in
five
years.
Education
1983
to
1985
Auburn
University/Georgia
State/Kennesaw
State
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