Charlie Walker

703-***-**** (cell)

SUMMARY

An experienced customer support specialist with an IT background. Looking to obtain a position as an Incident Manager where I can utilize my experience in an incident management role.

PROFESSIONAL EXPERIENCE

Sr. Incident/Problem Manager

Consultant

Cary, NC

10/2017- Present

Responsible for managing Major Incidents. This includes being on an on-call rotation. Working with teams to perform checkouts to confirm the areas of impact. Send communications declaring the Major Incident and follow-up communications until the incident is resolved.

Sr. Process leader responsible for the revision of the organizations existing Global Incident and Problem Management processes to make them more efficient. Able to communicate the importance of measurable data and enhancing processes so the tool would provide data that could be analyzed to identify efficiencies and issues.

Provide clear and accurate communications to Director, VP, and CIO level officers concerning Major/Critical impacting incidents and ensure timely communications are delivered.

Create and maintain Root Cause Analysis (RCA) documents that are delivered when SLAs are violated for Major Incidents as it relates to; network isolations; application outages; system failures; and Vendor Service Level Agreement (SLA) violations.

Develop associated costs to outage times so the business would understand the financial impact of Major Incidents and the impact when Incident tickets are not resolved within SLA; failed changes that caused Major Incidents; open Problem task and report on items that are not being resourced which will improve Problem Management; and KPI’s associated with the cost of Major Incidents and Mean Time to Repair times. The reporting showed how these worked together and impacted IT business services.

Create reports for, and perform analysis of, aged Incidents, Changes, Release of OS patches and OS levels, and Service Request tickets. Identifying trends and sharing the information with existing Operational and Application support teams. Such analysis includes, but is not limited to; the Number of Major Incidents (Priority one) that occurred because of a failed operational or application change: The number of Incident tickets caused by vendor hardware or software issues: etc.

Using the Agile methodology, with IT support teams, to develop stories to address any modifications to the ticketing tool to ensure processes are driving the data so that proper analysis is occurring (show how such data is trending based on category and subcategory); Incident and Service Request created after maintenance change activities; application deployment issues after configuration and code updates, etc.)

Provide a monthly community of practice meeting for Global Teams in Incident and Problem Management so that guidance could be provided on the use and challenges associated with the existing processes and management.

Provide training for new Incident Management team members. This includes but is not limited to; a checklist; the ticketing tool; communication templates; and Major Incident workflow.

Worked with senior leadership in modifying an existing, and implementation of a newly crafted Major Incident, Incident, and Problem Management procedures to aid the Global Service Desk with documented actions within their newly defined Global Shared Services IT organization. This includes the identification of current and needed tools to support (along with cost) the existing ITSM environment.

Provide stories to the ticketing administration team to automate tooling for proactive Problem Management.

American International Group, Inc. (Now Arch MI- contractor)

Sr. Incident Response Analysis (Team Lead)/Problem Manager

3/2016 – 10/2017

Sr. Team Leader responsible for the command and control of triage bridges for Major/Critical incidents within the infrastructure operational environment impacting mission critical services. This requires; ownership of a 24 x 7 x 365 rotational on-call schedule; updating contact list to ensure proper escalations and notifications are accurate; working with cross-functional teams to ensure the proper resources are engaged for fault isolation and remediation; reviewing and updating any process and standard operating procedures (SOP’s) documentation.

Provide clear and accurate communications to Director, VP, and CIO level officers concerning Major/Critical impacting events and ensure timely communications are delivered.

Create and maintain Root Cause Analysis (RCA) documents that are delivered when SLA’s are violated for; network isolations; application outages; system failures; and Vendor Service Level Agreement (SLA) violations.

Create reports for, and perform analysis of, aged Incidents, Changes, Release of OS patches and OS levels and Service Request tickets. Identifying trends and sharing the information with existing Operational and Application support teams. Such analysis includes, but is not limited to; Number of Major Incidents (Priority one) that occurred because of a failed operation or application change: Number of Incident tickets caused by vendor hardware or software issues: etc.

Using the Agile methodology, with software development teams, to develop stories to address operational software defects and aid in conducting User Acceptance Testing (UAT) is performed (successfully) prior to deployment. This was a result of many code changes made that caused Major Incidents that were customer impacting.

Lead a team of senior leadership in modifying an existing, and implementation of a newly crafted Major Incident, Incident, and Problem Management program with documented processes and procedures for the newly defined Global Shared Services IT organization. This includes identification of current and needed training and tools to support (along with cost) the existing ITSM environment.

Credit Suisse (Contractor)

Incident Manager

1/2016-3/2016

Taking ownership of and being responsible for global governance of the Incident Management process within the global organization. This required knowledge of the day trading financial activities, infrastructure operations, and product support tools environment. This requires; ownership of a 24 x 7 x 365 support on-call schedule; identification of trends within the current ticketing tool (Service Now); updating contact list to ensure proper escalations and notifications are accurate; working with cross-functional teams to ensure the proper resources are engaged for fault isolation and remediation; reviewing and updating any process and standard operating procedures (SOP’s) documentation.

Provide clear and accurate communications to Director, VP, and CIO level officers concerning how the newly designed Major Incident, Incident and Problem Management processes and procedures were redesigned and how they would impact/improve global operations. This also required training others on the process and looking for opportunities within Knowledge Management to aid in ensuring the success of Incident Management.

Verizon, Inc.

Problem Manager

9/2011 – 1/2016

Responsible for the proactive identification of potential and existing customer problems, implemented and “stood up” the 1.5 Network Operations Center (NOC) team escalating customer issues related to service performance of Verizon network and data services (DSU’s, CSU’s, and data services including Frame Relay, Point to Point, Ethernet, and Switched-Multimegabit Data Services (SMDS)). Took the lead on assigning responsibility and duties of the team as well as put plans in place with external vendors when trends were observed that exceeded customer service level agreements (SLA’s) or impact the delivery of contracted IT services (network and voice over IP) to managed customers. This included documented plans to ensure that Continuous Service Improvements were in place that empowered team members to create policy and procedures to address chronic and known issues.

Responsible for providing support to such customers such as Morgan Stanley and JP Morgan Chase for stock and bond day trader activities addressing real time performance issues. This required an in-depth knowledge of: System Design and Architecture for the trading environment; monitoring and event management; maintaining and updating product team escalations and vendor contact; working to ensure real time event and resolution of issues.

Create and maintain customer facing root cause analysis (RCA) documents that are delivered when it is suspected that SLA’s are violated for; network isolations; network degradation; and TPV SLA violations; minor, major and severe network outages for managed service customers.

Provide Incident Management for Network and Security Operations and provided command and control of triage bridge and troubleshooting efforts.

Lead teams across the Managed Service Enterprise regarding the Lean Six Sigma methodology and principles of the DMAIC framework to revise and advance customer service models.

Consult with and escalate to senior management on issues that require an appropriate level of focus to ensure operations level agreements (OLA’s) are adhered to between internal organizations.

Perform reviews of customer Service Now tickets in order to analyze, validate and identify trends within Asset, Incident and Change Management. Engage the proper business units on a quarterly basis when issues are identified.

Leverage personal knowledge and experience to partner with the customers to prioritize technology needs and meet commitments related to services which alignment with corporate guidelines.

Manage financial activities related to customer Project Work Orders (PWO’s) and Run The Business (RTB) cost as well as track project time lines and financial impacting SLA’s annually.

Maintain, update and bring to closure ITIL based tickets for capacity, change, and problem ensuring proper documentation and to ensure that remaining action items are addressed to bring customer related issues to closure.

Responsible for ensuring the Network Operation Center (NOC) teams were following customer process, procedures and workflow; ensure that service levels surrounding resolution times were adhered to; managed all escalations for resources and status were maintained tightly around customer expectations and contractual agreements; work with pre-sales engineering and participated in Managed Turn Over (MTO) to ensure that documentation was accurate in NOC customer runbooks.

Engage multiple support teams (Security, Cloud, Engineering, Sales, Architecture), across the Verizon managed service enterprise, to address and resolve customer issues. Escalate incidents to internal senior leadership to get highly visible customer issues the attention needed to expedite closure ahead of Mean Time To Repair (MTTR).

Responsible for the creation, tracking and brining to closure Known Errors tickets and driving operational teams to implement workarounds.

Discovery Communication, Inc.

Service Delivery Manager (Incident/Problem Management)

4/2010 – 8/2011

Responsible for the creation and implementation of Problem Management processes in accordance with IT Service Management goals and objectives (using Remedy). Conducted meetings with Infrastructure management teams to ensure that existing tools, processes and procedures supported the established Problem Management processes.

Responsible for engaging IT design architects, engineering, Asset, and Change management teams to highlight existing Problem Management issues (Repeat Failure Rates, Chronic hardware and software, change management related process issues) and ensures recommendations were obtained to address systemic issues once identified.

Manage internal clients and successfully in cultivate relationships through collaboration, negotiation, and influence.

Responsible for the creation and delivery of a monthly Problem Management report to IT Sr. management. Those reports identified: chronic specific hardware and software; repeat failure rates for hardware and software by vendor; Root Cause Analysis (RCA) documents for major and severe outages; known errors (KE); unique problems (one off issue); the number of closed chronic issues Year to Date (YTD); and capacity related problems. Working with the customer to ensure that actionable items were satisfactorily completed to address any customer related concerns.

Participate in PMO and IT infrastructure services team meetings and discuss existing processes and procedures surrounding Incident and Change Management. Identify any potential gaps in processes and provide recommendations for continued service improvement.

Responsible for the communication and knowledge of any updates to existing IT services. Responsible for ensuring that the planning, availability, resources and services are available to the project management office (PMO) and business units for IT Infrastructure related projects.

As part of Problem Management, engaged third party providers in order to understand the reasons for service failures. Responsible for communication of this information to internal business units and IT Infrastructure teams. Work with Business As Usual (BAU) project managers to create projects to address systemic vendor issues across infrastructure teams.

EDUCATION and CERTIFICATIONS

BA, Business Administration/Information Systems, University of D.C.

TRAINING

Juniper CNAE, 2010

Agile Methodology Workshop, Arch MI, 2017

ITIL v3 Certified, 2011

ITIL Operational Support Analysis (OSA) Certified, 2013

ITIL Service Operational Agreements (SOA) Certified, 2013

ITIL Release Control and Validation (RCV), 2014

US Army Veteran

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