Manager Support
Resume:
Dustin A. Martinez
*** ********* **., ***********, ** 27560
***********@***.***
OBJECTIVE
Obtain a Senior Leadership Role that will utilize my expertise in Managing Technology, Business Performance Analysis, Process Improvement and Organizational Development in order to:
Optimize operational costs and increase incremental revenues through proactive management
Identify cost savings and strategically position the support organizations and improve customer satisfaction
Build (‘best in class’) service operations through process improvements and KPI analysis
Improve the customer experience by understanding their wants and implementing solutions to meet those needs
Grow myself personally and grow others around me to help them achieve their personal goals
QUALIFICATIONS
15+ Years in Leadership
20+ Years in Support
20+ Years in Technology
Reporting / Metrics / KPI Analytics
Project / Change Management
Process / Workflow Improvement
People Management
Operational Excellence
Problem Management
EXPERIENCE
RapidScale
Director, Technical Support 04/2018-Present
Built short- and long-term strategy plans that focused on making immediate improvements and being prepared for future growth. There was an immediate need to reduce churn and grow service offerings.
Doubled size of global support organization in four centers across the U.S. and Cebu, Philippines.
Improved global NPS from 44% to 81% in <10 months by improving: data collection and availability, processes and procedures, employee development, tools, and frequency of customer interactions.
Selected key vendors to build a new frontline support team. This team improved call answer times, resolution times on low-complexity issues, and it provided higher level engineers more time to focus on complex issues.
Identified customer dissatisfaction due to process gaps during pre-sales and customer implementation. Created customer onboarding team that sat between implementation and support that provided focused support for the first 30-days. The focus of this team was to ensure new customers were stabilized before they were moved to standard support to communicate findings back to pre-sales and implementations for process improvement.
Built KPIs, targets, and measurement methods to drive improvements in YoY results:
oAverage Time to Initial Accept: Improved from 630 minutes to 26 minutes
oAverage Time to Closure: Improved from 2.5 days to .94 days
oAverage First Day Resolution %: Improved from 76% to 89%
Improved customer survey return rate by 200% by rebuilding customer survey and meeting with customers to stress the importance of their feedback.
Identified the legacy support tools used for case management, call handling, and monitoring did not provide quality data needed to drive improvements or make business decisions. Interviewed and selected vendors for complete overhaul of all tools.
Project managed the installation and testing of new support platforms to ensure organization could grow with customer-base and company needs.
Meet regularly with customers and partners to get feedback required to drive process and procedure improvements.
Reduced cost of support by $200k by creating a cost-per-case calculation formula and skills-based routing model.
Overall improvement in support was key factor in company being acquired late in Q3 of 2018.
Created Critical Account team and closed-loop processes for ensuring at-risk accounts were retained
Cisco Systems
Manager, HTTS/TAC, Management and Automation Software 07/2015-03/2018
Global Technology Owner for Network Management products, support, and operational results
Responsible for all SLA target results, including outsourcing teams, and developing corrective action plans
Owned global alignment, support model, lifecycle, and new product introduction to Technical Services
Improved product quality issues reported by account teams and customers by escalating to and collaborating with the Service Provider and Enterprise development teams
Built teams in Mexico and Texas creating a 4-center model, decreasing cost-of-support and improving work-life balance for engineers
Created outsourcing team for legacy product support which further decreased cost-of-support
Built first SDN support team for APIC-EM (Application Policy Infrastructure Enterprise Module) and Satellite Software Manager customers
Grew team from 1 manager and 12 engineers to 3 managers and 49 local and remote engineers
Manager, HTTS, LANSW and Prime Infrastructure 06/2014-06/2015
Managed remote engineers and worked directly with high-touch customers and account teams
Organized and scheduled quarterly customer reviews with account teams to ensure engineers were aware of any changes or roadmaps
Met face-to-face with customers and account teams to deliver Services overview sessions
Escalation point for State of North Carolina. Developed action plans for Services Organization to increase customer’s up-time and improve level of support
Volunteered to build the Prime Infrastructure group with 12 Engineers covering 12 hours
Manager, Security Technologies (AAA/IDS/Firewall) 01/2011-05/2014
Converted VPN support team to AAA and built IDS/Firewall support teams as part of Cisco’s site strategy
Developed global ISE (Intelligent Service Engine) /BYOD (Bring Your Own Device) training program for account teams and partners
oAt the time of new product introduction ISE had extremely low customer-sat and Field-Quality-Reviews
Owned development and delivery plan of ISE/BYOD training to customers and partners
Worked with development on product quality improvements, bug reductions, and proper testing plans
Managed through a downsizing in California where technologies and employees were moved to Texas
Business Operations Manager (BOM), Outsourcing Support 10/2008-12/2010
First Outsourcing BOM for Cisco Services. Developed and defined role expectations and success metrics
Improved multi-vendor operation performance
Owned global planning, lifecycle management, and support strategy
Worked with outsourcing partners in India, Costa Rica, and Mexico to form a one-team environment with common goals to remove barriers with a focus on global success
Developed, Owned and Managed project for technology alignment for all vendors so all outsourcing centers could offer the same level of support
Organized and owned quarterly operational reviews for outsourcing vendors
Manager, VPN Security Team 02/2008-10/2008
Built first Security customer support team in Texas
Responsible for all hiring and onboarding tasks
Built team of 12 Engineers to help offload volume from North Carolina and California teams that were extremely overworked
Manager, Multiservice Voice Team 12/2005-01/2008
Transitioned ATM/WAN team into a VoIP team due to increased demand and volume of VoIP
Owned hiring process to grow team from original 5 ATM/WAN Engineers to 12 VoIP Engineers.
Part of team that developed Services first scorecard (KPI/SLA results). Worked with leadership team to develop the KPIs, goals, scorecard format, and messaging campaign to train all managers on the Scorecard and how to use it to identify success and opportunities for improvement
Consistently led the global organization in operational success and mentored other managers on how to be successful
Developed first rewards program for non-CCIE certifications. Identified a need and developed a process for encouraging and rewarding Engineers for growing themselves personally as they worked towards their CCIE
Worked with global leadership and finance on process approval and budget for rewards
Lead/Manager ATM/WAN Team 01/2005-11/2005
Built business case for helping the California and North Carolina ATM support teams and started a brand-new ATM/WAN team in Texas
Delivered monthly and quarterly Ops Reviews
Created development plans for Engineers and delivered quarterly and yearly performance reviews
Promoted to Manager after 9 months
Team Lead/US-Optical 12/2003-12/2004
Focused on improving morale by engaging and listening to engineers to understand the conflicts and pain-points that existed for the Engineers
Worked closely with leadership team to improve staffing models, training plans, and the partnering with the engineers
Worked with Brussels optical team to help them grow their skills to be able to cover more shift time and reduce the US 18-hour shift coverage
Owned and developed project to move all Optical support from Petaluma, CA to Texas due to Petaluma shutting down. This included coordinating the movement of engineers from CA to TX, moving lab/equipment from CA to TX, and working with WPR to find lab space and floor space
Customer Support Engineer/ LATAM 09/2002-11/2003
Developed first support team to offer local language support for LATAM customers
Held monthly conference calls with account teams from LATAM region to gain feedback on the service offering to determine action plans and opportunities for success
Single point of contact for all customer escalations regardless of the technology. LATAM account teams viewed me as a trusted resource to help their customers be successful
Due to the success of this service offering, and the high demand from customers and account teams, the decision was made to move this offering directly to the LATAM region so it could be cost-effective
Owned the transition plan for moving the service offering to Mexico and the hiring plan for the Mexico team
Performed screening and interviewing for managers and engineers being hired in Mexico
Point of escalation and mentor for new managers in Mexico to ensure a smooth transition and continued success
Customer Support Engineer/Team Lead 07/2000-08/2002
Provided technical support to Cisco’s VoIP customers
Developed training modules for new-hires
Worked with development on new products and support models
Responsible for daily scheduling and queue coverage
Caprock Communications, Houston, TX 04/1999-07/2000
Nortel Senior Switch Technician
Responsible for supporting customers in the Southwest Region
Partnered with Engineering to plan, prepare, and build-out fiber-ring through Texas, Oklahoma, and New Mexico
Williams Communications, Redwood Shores, CA 04/1998-04/1999
Nortel Senior Switch Technician
On-site support for Oracle’s global voice network
Installed, upgraded, and developed Oracle’s future voice networks
U.S. Air Force
Switch Technician, Communications Squadron
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