Growth-focused and results-driven IT executive with wide-ranging experience overseeing all aspects of global IT and infrastructure operation, with strong background in program and project management.

Areas of Expertise

IT Support Operations Major Incident Management Business Continuity & Portfolio Management

Infrastructure Monitoring Merger & Acquisition Integration Data Center Design Budget Management

IT Service Management Employee Compute Training, Mentoring, and Coaching Strategic Planning

Organizational and Staff Leadership Employee Engagement and Experience

Professional Experience

Oracle America (former Siebel Systems, Inc.), Salt Lake City, UT (2006–Present)

Vice President, Global IT – Employee Services Jan 2018–Present

Report directly to the CIO and worked with the company’s senior and executive vice president teams

Oversee Oracle’s global infrastructure, including change, problem, capacity, major incident, and knowledge management. Responsible for leading 400 employees delivering Tier 1 and 2 support to 150,000 employees

Manage field services on-site support teams enabling employee productivity across more than 100 sites

Direct 7x24x365 Global Center follow-the-sun remote support operations for 150,000 employees

Facilitate omni-channel support across 400 global locations, driving employee productivity

Provide leadership to seven Agile teams, in charge of delivering fully configured laptops on Day 1 to new hires

Identify end-user laptop performance issues and define new compute standards for developers and general population employees

Administer over 250,000 end-user devices leading Employee Compute Team with responsibility for all end-points at Oracle, including standards and security

Key Accomplishments:

Increased CSAT to 92% by leading the successful improvement of IT support experience for approximately 150,000 employees, as well as overall employee experience across three regions and over 400 locations

Drove over 50% customer satisfaction improvement through automating, streamlining, and optimizing on-boarding for new hires

Achieved 5-10% ticket deflection (Pilot results) by implementing a “Help Bot” (Oracle Digital Assistant)

Simplified end user support experience by recategorizing ticketing system workflow

Enabled a 20% compute performance gain by obtaining approval for $7M spend to migrate to i7 platform

Successfully managed a $30M budget, which included mid-year reduction of 10% without impacting operations

Vice President, Employee Experience and Support Mar 2016–Jan 2018

Efficiently integrated level 1 Global Service Desk and field support organizations, while managing IT service management (ITSM) functions

Optimized the delivery of support, improving Knowledge Centered Support and driving the adoption of existing IT services

Conducted Town Hall Meetings in Bucharest, Bangalore, Dalian and Guadalajara defining go forward strategy and aligning teams to the vision

Key Accomplishments:

Drove the implementation of Oracle’s first Tech Bar, a support experience center

Executed Enquira for Knowledge Management and adopted Knowledge Centered Support best practices

Achieved ticket deflection of 17,500 tickets a month with a 90% CSAT on knowledge surveys

Instantiated the UX Team by hiring a UX developer, UX designer and UX researcher to drive human-centered design into all aspects of the support experience

Created a “Soft Skills” training program that increased agents’ emotional intelligence and customer management skills

Vice President, Global Information Technology Feb 2013–Mar 2016

Managed solutions-based teams responsible for product design, architecture, engineering, development, support, and delivery of infrastructure and applications monitoring

Led teams in providing key services with focus on minimizing cost, improving quality, and achieving efficiencies through people, process, and technology

Key Accomplishments:

Diagnosed key operational gaps and established the strategic Infrastructure and Services Improvement Program, which led to substantial improvement in event management and monitoring, data quality, role-based operating procedures, incident and request handling, domain name system (DNS) management, work instructions, process, procedure, and business intelligence

Drove the effort to hold mobile vendors accountable for support reducing the demand on the Romania service desk. The instantiation of the vendor Helpdesk reduced demand and prevented hiring incremental Oracle support resources, which generated $80,000 savings annually for Global Center Operations

Developed the vision and successful launch of the support model evolution program in collaboration with key resources and stakeholders across Oracle

Significantly decreased major incidents due to change by approximately 50% over two years

Executed strategic plans focusing on honing the skills of people, improving process, and implementing tooling and automation, which resulted in:

Reduction of cost per service request by 32% in FY13 and cost per end user by 11% in FY13; and

Increase in service requests/tickets per analyst by 16% in FY13

Senior Director, Incident and Request Management Jan 2011–Feb 2013

Spearheaded the level 1 operations supporting Oracle's global user community and infrastructure

Capitalized on industry expertise to improve the global service desk, as well as processes for major incident, problem, change, capacity, and knowledge management.

Created service desk quality program, ensuring appropriate information available for problem and knowledge management

Drove users to engage with knowledge base before having the option to log a ticket with the support organization driving self service

Key Accomplishments:

Selected to lead the Emerging Talent Leadership Program Platinum Support Team, focused on improving the support attach rate. This program led to improvements and recommendations in the areas of internal and external marketing, new customer engagement, as well as customer gateway enhancements

Successfully identified ways to utilize the team in supporting ePACT without adding incremental resources, in partnership with Advanced Customer Services, an Oracle line of business

Positioned the company toward growth as evidenced through the following achievements:

Full development of major incident management function based on process improvements and team training working across multiple lines of business at Oracle; and

Expansion of the scope to include critical applications and incident management support for critical infrastructure; created an executive notification process in collaboration with the Global Customer Services Business Continuity Team and C level executives

Senior Director, Program Management Jul 2006–Jan 2011

Oversaw global information technology Program and Project Management Office at Oracle, involving Portfolio Steering Committee and IT Governance

Headed prioritization of project requests encompassing mergers and acquisitions, business operations, applications, real estate, telecommunications, data communications, IT security, and data center infrastructure

Identified critical business issues and developed a vision and strategy to remediate the challenges, which involved creating the Project Review Evaluation Process to guarantee scarce resources were focused on the right work at the right time; the process continually evolves and is utilized up to this date

Managed roughly 400 active projects globally by directing a geographically dispersed team covering all regions

Led over 90 project and program managers to deliver and execute strategy locally, regionally, and internationally

Implemented Primavera and customized tool to align with project types

Built a PMO brand focused on success through partnership; collaboratively defined thick and thin methodologies simplifying execution and delivery of projects

Key Accomplishments:

Strategically morphed the financial model for a new data center from an IT need for compute space to a consolidation story based on real estate space and TCO resulting in Board Approval to proceed

Drove the data center design in partnership with real estate and facilities

Partnered to build and commission Oracle’s new 250,000 square feet facility utilizing 11 MW of power

Succeeded in delivering all projects in the real estate and M&A space within set time and budget

Developed and implemented a consistent approach and methodology across the globe, which effectively changed the perception of project management and scaled the PMO to consistently manage a portfolio of 400 to 500 active projects, attaining PMO-wide competency improvements

Earlier Position Held:

Director, Data Center Strategy Mar 2006–Jul 2006

Earlier Career

Siebel Systems, Inc., Salt Lake City, UT

Director, Project Management Office Jan 2003–Mar 2006

Senior Manager, Information Technology Projects Jul 1999–Dec 2002

PG&E / Bechtel Generating Company, Bethesda, MD

Manager, Telecommunications & Networking Jun 1990–Jul 1999

Finance Associate, Power Plant Proformas & Investment Models

Education

Bachelor of Science in Finance with Minor in Information System: May 1990

University of Maryland College Park, MD

Certifications

Certified Project Manager – Project Management Leadership Group

Information Technology Infrastructure Library (ITIL) – Global Knowledge

Certificate in Advanced Project Management, Stanford University Stanford, CA

Certificate in Accelerated Executive Insight, University of Michigan, Ross School of Business Ann Arbor, MI

Certificate in Accelerated Executive Insight, IESE Business School, Barcelona, Spain

Certificate in Finance for Non-Financial Managers, Berkeley California

Publications

McParland, M. M. and Wilansky E. (1994). Running the frame relay race. Byte Magazine, 19 (11), 297

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