John C. Callaghan

acy1ga@r.postjobfree.com 425-***-****

San Diego, CA Area

Sr. Program & Project Manager

Expertise in strategic planning and organizational operations

Profile of Key Strengths

o Recognized as a trusted advisor and team builder who helps

organizations communicate their values, products, and relevance to

drive market leadership, partnerships, sales, profitability, and

sustainable growth.

o Leads with clear vision of the desired 'end state'; works across

organizations with ease, and leads others to greater understanding of the

concepts and principles that will continue to support evolving market,

partner, and customer needs.

o Demonstrates a model work ethic; relates to and works well with

others, keeps team members engaged and teams on an even keel, and

seeks to continually expand knowledge and experience to optimize

creative and actionable problem solving.

Professional Attributes: analytical, pragmatic, perceptive, articulate,

informed, optimistic, responsive, persuasive, flexible

Product Management ( Needs Assessment (Products / Users / Tools)

( Project Management ( Change Management

Escalation Process Development ( CRM Business Integration (

Communication Planning ( Best Practices

Virtualization ( Cloud Computing & eCommerce ( SDDC (

Agile Methodology ( UE & UI

Partner Relationships ( Negotiation ( Remote/VT Management

( Team Leadership & Development

Professional Experience

HEWLETT-PACKARD ENTERPRISE - Sunnyvale, CA

2016 - Present

HPE COO Cloud Program Management

Responsible for: Serving as a senior program manager for project ownership

and project continuation.

. CloudSystem 10: Assumed the Program Manager role for CloudSystem 10 (a

suite of Helion OpenStack cloud management software products with GA

9/2016); collaborated with the 50-person team (3 engineering groups,

licensing, product marketing, Cloud BU executive management), to plan

all key elements for release launch readiness.

. HPE Software Transformation: Initiated and executed the disposition

strategy for ~800 business-owned applications; worked with business

owners to drive determination of transitioning applications to the

Micro Focus SaaS cloud ('Give & Go', 'Extract & Transform', 'Clone &

Go ', 'Clone, Cleanse & Go') for ongoing subscription/maintenance

contracts, or maintaining them within HPE. [Worked with >50 Team Leads

to establish the scope of work to migrate applications.]

OpenStack Program Manager

2015- 2016

Responsible for: Serving as Chief of Staff to VP, Cloud Software. Matrix

managed 50 people in the Cloud group, and 19 people (11 Technical

Ambassadors and 8 support personnel on the acquired Eucalyptus team).

Budget Management

. Managed the FY15 forecasts for CapEx, OpEx, and travel budgets for

Eucalyptus, Technical Ambassador, and L3 Support organizations;

created a monthly expense template that converted world currencies and

'forecast vs. actual spend' to planned vs. actual tracking. [Stayed

under the reduced travel budget by $500, met submission deadlines, and

was granted partial funding on multiple requests; the template was

used as a model for the other Cloud BUs.]

E2E Customer Product Delivery Planning

. Oversaw the development of eight 'VP-' and 'Director-'led workstreams

to instill policy and process in all phases of customer product

delivery; the named workstreams were Architecture, Deal Qualification,

Engagement, Escalations, Product Feedback Loop, Product Positioning,

Support, and Training. [This was initiated by the SVP of Cloud

Engineering to enable deployment success, scalability, and

profitability.]

. Ensured workstream owners and DRIs (Designated Responsible

Individuals) agreed on goals and reporting; started developing

insights and workstream priorities (e.g. sequence and visibility) to

guide the process. [This process will culminate in global awareness

and field adoption of the workstreams in preparation for future

customer releases]

'Escalations' Workstream

. Served as DRI to lead creation of a business customer escalation and

problem resolution process for HPEs OpenStack and Stackato PaaS;

worked with the VP, and recruited the Americas Escalation Specialist.

[Workstream adopted by SVP.]

. Defined what warranted a business escalation, and the process to

initiate one; recommended SLAs for decision response based on issue

type, and communicated the policy to the relevant teams and

stakeholders (who would be notified of an active escalation action

plan as decided by executive leadership). [The process entails E2E

issue submission, receipt acknowledgment, validation, triage,

prioritization, assignment, resolution, close-out.]

Enterprise Working Group / OpenStack Summit

. Served on the Enterprise Working Group team; authored an OpenStack

early adopter story for the S. American equivalent of U.S. eBay, and

served as the liaison back to the Application Ecosystem Working Group.

John C. Callaghan Page 2

HEWLETT-PACKARD ENTERPRISE - OpenStack Program Management (cont'd)

Application Ecosystem Working Group / OpenStack Summit

. Chaired the Application Ecosystem Group; recruited, trained and

energized team members to work with SDK developers programming in a

variety of languages (e.g. Python, J Cloud). [Evolved the group to a

critical mass of technical resources (e.g. running international

hackathons in Taiwan and Mexico with hundreds of participants); named

a replacement from HPE who brought deep OpenStack technical developer

experience and knowledge.]

. Attended OpenStack Summits in Tokyo (2015) and Austin (2016) as part

of the Application Ecosystem Group; provided presentations and

training, and continued to grow the group (Intel, Rackspace, IBM,

independents). [Commended highly by Intel (the largest contingent) on

engaging developers, and working group leadership and direction.]

Knowledgebase Development

. Created a knowledgebase tool to capture Helion OpenStack release

experiences from the field in the form of instructional white papers;

defined and directed the white paper production process across

evaluating the material, engaging technical ambassadors and field

support to validate the content, and engaging COE staff to transfer

the content to SFDC. [Established a working partnership between COE,

L3 support, and the Technical Ambassadors.]

. Explored potential tools for rapid implementation at the least cost;

collected field/customer priorities, and evaluated ramp-up time, entry

resource requirements, output quality, adoption time, and need for

migration to a sales delivery mechanism (SFDC). [The process had

minimal field impact while offering maximum availability of the

information.]

WALMART E-COMMERCE - San Bruno, CA

2014 - 2015

Sr. Project Manager & Scrum Master

Responsible for: Planning and implementing all hardware installations in

the key datacenters supporting the company's launch of its first cloud-

based Walmart.com eCommerce. Managed five indirect reports. Reported to

Director.

Data Center Hardware Capacity Delivery

. Managed WMT and vendor on-shore/off-shore teams providing system,

network, and database services for hardware build-out; validated and

tested hardware/network installations for >120 server racks, and in

the final stage added 20% server rack capacity to meet expected

demand. [Delivered the infrastructure and met the peak holiday

demand.]

. Developed a factory build out process (racking, cabling, testing);

enabled 24 server rack unit assemblies to be rolled in, plugged in,

and readied for handoff within 72 hours of delivery.

. Oversaw ~20 concurrent data center server Scrum projects; defined

priorities, allocated resources, and reported progress to senior

management. [Used Jira to organize scrum teams for complex, time

sensitive workstreams.]

. Led daily standup calls with hardware manufacturers, vendors, and

technical team; ensured accountability.

Data Center Expansion

. Expanded two Dallas locations for cloud buildout (cage expansions,

rack grid layouts, power allocation, grid/ network core provisioning);

aligned expansion with corporate cloud strategy. [New cage areas

accommodated 80 more racks in each data center, which allowed space

for the 20% server rack capacity added in the final planning stages.]

. Managed WMT and vendor teams to support fast track acquisition and

installation of infrastructure components (core network, power,

cooling); negotiated balancing demand with space availability.

[Completed expansion in ~30 days.]

Shanghai Scrum Team

. Initiated developing China resources to offset local resource

constraints; developed the offshore team, introduced E2E project

management, and provided visibility and recognition. [Created a

continuously improving self-managing team.]

. Led weekly scrum calls with Dallas and Shanghai; used Jira and email

for communications between the calls.

. Co-managed (with a Shanghai Scrum Master) development of an E2E

process to build, deliver, validate, and handoff hardware

infrastructure builds; the China team drove quick turnaround of

technical input for the manufacturer, and became the approval link for

technical customer intent documents to activate factory builds.

'Factory Image Build'

. Initiated factory installation of base OS and Patch images on each

server; continually researched options to improve the process.

[Minimized the need for resource-driven validation for the network and

each box; minimized issues with switches 'flipping off' during

inactive data transfer periods by enabling complete OS installs in the

factory.]

. Collaborated with factory management, and local image and network

security teams to facilitate current image data to be loaded on all

system builds; set up the teams and maintained momentum concurrent

with multiple initiatives.

LATAM Disaster Recovery

. Provided guidance to Brazil on data backup; defined a process to

engage an alternate server hardware vendor for LATAM data backups in

the U.S.; coordinated with the LATAM project team, manufacturer, and

Dallas data center, and negotiated with the manufacturer to provide

documentation. [LATAM became a new tenant in the Dallas facility.]

. Performed a clearinghouse role; distributed project contacts to team

members in each location.

John C. Callaghan Page 3

WALMART E-COMMERCE - Sr. Project Manager & Scrum Master (cont'd)

Hardware SKU Rollouts

. Managed the rollout of six new SKUs for database, monitoring,

applications, security, mobile (i.e. DBBLX 2.0 - Oracle, TEALEAF,

COUCHBASE, CASSANDRA, SECURITY APPBLX, MOBILE APPBLX); configured new

higher-capacity server designs. [The design improvements accelerated

BU migration and expansion into the cloud environment.]

. Co-managed new design vetting; secured architecture, systems, network,

and database engineering approval.

. Facilitated and approved joint Manufacturer-Customer intent documents

specifying all build, cabling, system, and network configurations to

be built and tested at the factory; managed multiple vendors to

deliver the hardware for integration at the manufacturer's factory.

[Enabled roll-in, 'plug and play' delivery to the data centers.]

Data Center Power Consumption

. Initiated power model repurposing to redeploy usage; analyzed

production and high stress testing consumption (e.g. Black Friday) and

discovered allocation was >30% over actual. [Identified ability to

accommodate hardware growth.]

. Standardized power usage reporting prior to the Walmart.com cloud pre-

launch; managed monitoring cycles, analyzed the data, and recommended

technical team evaluation. [Led on-going power allocation oversight

and monitoring.]

CISCO - San Jose, CA

2013 - 2014

Cloud Infrastructure Services Program Manager

Responsible for: Providing top-tier Agile and Rally software coaching and

training to a multi-organizational, diversely located 'managed cloud

services' start-up team, and data center. Reported to Sr. Program Manager.

[Project Consultant]

Agile Transformation

. Facilitated the initial agile assessment process; created a snapshot

of the organization's agile maturity, and constructed the roadmap for

transformation. [Agile was used for four new data centers in Europe

and Asia.]

. Created a Rally-based POC to simulate sprints; monitored and

documented the sprint tasks and goals. [The team used Rally for setup,

build out, and testing of data center hardware and software systems in

three locations.]

Data Center Storage Track Program Management

. Tracked and reported on project progress, impediments, and risks; led

weekly meetings with architects, engineers, and operations on the

operational requirements for three test and production data centers.

. Developed and scheduled the plan for (acceptance, functional,

performance) data center testing; ensured network, hardware rack and

stack, OS, and Ceph installations were test-ready.

. Coordinated and sequenced daily storage testing with data center build

tracks; completed all 26 test scenarios prior to testing environment

availability. [Enabled production data center rollout by the committed

release date.]

VMWARE - Palo Alto, CA

2012 - 2013

Global Technology Solutions - Project Manager

Responsible for: Developing customer guidelines to streamline

implementation solutions from SMB to enterprise environments. Reported to

Director, Global Technology Solutions.

Leadership

. Defined guidelines to align virtualized 'end-user computing' with

'core infrastructure' and 'server' layers; drove IP

deliverables/marketing assets, enabled sales training, and ensured

website asset availability, and GTM readiness.

. Collaborated with key functions and groups; included Principal

Architect, Director of Services & Engineering, Group Product

Architect, Enterprise Solutions Architect, Chief Marketing

Technologist, VP of Global Technology Solutions.

'Horizon Application Jumpstart Manager Service' (End-User Computing)

. Developed the jumpstart service and guidelines; streamlined this cross-

platform end-user solution to unify, secure, and control access to

SaaS, enterprise web, and Windows applications across all end-user

devices, and accelerated the learning curve by integrating knowledge

transfer, use cases, and configuration and usage demonstrations.

'Scalability Testing Service' & 'Operational Readiness' (End-User

Computing)

. Developed guidelines for large-scale virtualized desktop simulation

deployment; enabled design element and process verification for

baseline capacity metrics, and assessed the impact on an entire

virtualized infrastructure.

. Led virtualization operational readiness guideline development;

included assessments of the end-user computing organization and

business/services/operational/infrastructure controls to maximize

performance.

vCloud Architecture Toolkit (Core Infrastructure)

. Drove the vCloud Architecture 3.1 toolkit release; enabled IT

architects and operators to guide the transition to cloud computing

(e.g. action plan, sequence, timing) for open access to all network

components and applications.

. Used agile Rally software; drove six sprints and two scrum mtgs/wk for

25-person team (20 in EMEA, APAC, U.S.).

. Enlisted six VMware executives to provide video endorsements of the

vCloud Architecture Toolkit; coordinated the messaging, scripting,

video crew, filming, and editing, and posted the video on the

corporate website.

John C. Callaghan Page 4

VMWARE - Global Technology Solutions - Project Manager (cont'd)

'View Plan & Design Service' (End-User Computing)

. Led desktop virtualization design planning; created guides (pre-

engagement, readiness, user, installation, delivery reference,

implementation, release notes), and downloadable IP assets (for

support methodology sales enablement).

'Mirage Jumpstart Service' & 'Mobile Secure Desktop Service' (End-User

Computing)

. Optimized secure single-image operation of multiple virtual and

physical machines; this grew from the Wanova acquisition (which

extended centralized image management to desktops and laptops in

virtual environments).

. Drove development of mobile desktop services (MSD) to provide secure

VPN capabilities across all devise platforms; leveraged mobile,

wireless, and wired networks, and ensured BYOD mobile computing

support.

( Microsoft - Representative Consulting Projects (

2005 - 2011 . [14 projects total: SQL, application platform marketing,

and the windows server platform]

Enterprise Solutions Manager

Responsible for: Establishing this position to on-board and train

personnel from an acquired managed services company.

. Partnered with Microsoft Learning account managers; facilitated 22

Microsoft-funded Proofs of Concept. [Won a 10K seat Windows Server/7

deployment at University of California - San Francisco Medical.]

. Served as Practice Lead for a 170-person team (across sales, PMs,

testing, accounting, engineering, email, licensing).

Sr. Engagement Manager / Online Services Group

Responsible for: Overseeing the 20-person Customer & Information

Management Team implementation of online services.

. Balanced resources across teams for email, online advertising, and

newsletter campaigns; drove initiatives across all stakeholders to

define and eliminate bottlenecks in content, data, information and

communication delivery.

. Automated campaign queues (SQL Server backend) and optimized customer

touch points; supported increased workloads with less staff. [Achieved

100% on time delivery of critical Windows Live, Bing and Hotmail

campaigns.]

. Targeted MS users; included Windows, Bing, Messenger, MSN. [Grew

outbound communications >50%/10.4B emails]

. Improved the Epiphany CRM and Microsoft data warehouse interface;

reduced data incongruence and bottlenecks.

Developer Platform Evangelist (DPE) / Global ISV Marketing Team

Responsible for: Implementing the new global Premier ISV program.

. Maintained monthly contact with 42 global ISVs adopting and deploying

Microsoft products; ensured continuity between field and corporate

teams, tracked incentive program adoption, and reported partner

metrics.

. Collaborated with field Partner Account Managers and Area Managers to

embrace the ISV program and promote participation; grew ISV revenue

through driving continued Microsoft product adoption.

Microsoft SQL Server / Global Partners OEM Marketing Team

Responsible for: Driving increased global OEM partner commitment for

'leading brand' SQL solutions.

. Developed relationships with AMD, Dell, HP, and Intel; maintained

engagement to drive joint marketing prior to the SQL Server launch

(2008), negotiated the partnership process with each OEM, worked with

Microsoft PR, customer reference, and launch teams on partner

strategies, and managed the OEM budget with Microsoft purchasing.

Prior Positions:

Computech Systems - Business Development Manager; Established eBay as a

hardware supplier (booked >$5M with WMT and

Capital One, and doubled avg. industry margins), and booked >$1M sales

(with P&G, Delta Airlines, AT&T Leasing).

IBM - Business Development; Provided funding justification for a $2.5

incubator to enable (VC portfolio company) IBM product internet start-up

POC and deployment on UNIX systems; introduced dot.coms to scalable UNIX

solutions.

[pic]

EDUCATION & CERTIFICATIONS

Bachelor of Science, Business Administration - Marketing Emphasis; Menlo

College (Atherton, CA)

Certified Scrum Master - 2012 . Certified Scrum Product Owner

- 2012 . PMP / PMI - in process

( TECHNICAL MARKETING PROFICIENCIES (

Adobe Creative Acrobat ( Dreamweaver (

Suite Illustrator ( Photoshop

Apple Cloud iCloud

iPad & Connectivity ( Productivity

iPhone 5

Google SaaS Gmail ( Google Docs ( Google

Earth ( Google Drive

Microsoft Database SQL Server ( SharePoint Server

( MS Project ( Access

Office 365 Excel ( PowerPoint ( Word (

Outlook ( Visio ( OneNote

Unified Skype for Business

Comm.

Oracle & CRM Siebel ( Salesforce

SFDC

Rally & Agile Jira ( Rally

Atlassian Software

VMware EUC Fusion ( Horizon

Contact this candidate