Lena M. Jones

**** ******* ***

Fairlawn, Va., **141

540-***-****

adz3id@r.postjobfree.com

Work Experience

I.T Support Specialist 10/2015 - Current

Virginia Tech, Outreach and International Affairs

Blacksburg, Virginia

I currently work as an IT Support Specialist for the Outreach and International Affairs (OIA) department at Virginia Tech University. I provide IT support through a Service Now and Kaseya help desk ticketing system for all machines and peripherals in our department. Once a ticket comes into our system then I either remote into the machine or physically go to that department in person to troubleshoot and resolve the issue. I prepare new machines for users as well as setting up the user’s work station equipment and onboarding/setting up the user on the new machine. Along with laptops and desktops I also provide support for any printers, scanners, docking stations, smart boards/tables and monitors and document cameras. I create new employee computer login accounts through rDirectory, set up and configure Outlook/ Exchange accounts as well as add, remove and update users within active directory. I also maintain and manage our surplus, coordinate with my director to write policy management and software deployment scripts that we push out from our ticketing system, and I create scan profiles for scanning and analyzing the machines. One of the things that I noticed while working for OIA was that we have a team of 6 coworkers but everyone did things differently and when troubleshooting was done, limited notes were added to the ticketing system making it difficult if something was to happen and a different employee had to pick up where the previous employee left off. I helped to resolve this issue by organizing and creating a check off list for each machine so that if an employee was to leave in the middle of prepping or fixing a machine then the next coworker could easily pick up where the previous one left off. No questions needed to be asked as to what has and hasn’t been done. I held a team Zoom meeting with my co-workers to talk about the importance of leaving good complete detailed notes in our tickets so that everyone was on the same page and also so that we would have detailed notes as to the history of the machine for future use. As a result of our new process, the entire team was able to save a lot of time which was able to be devoted to other needs and the workflow moved much smoother. Desktop Support Technician 6/2013 - 9/2015

Union County Technology Services Center

Monroe, North Carolina

The technology services center provides technical support for students and teachers in all grade levels for over 25 schools in Union County North Carolina. The center works through a ticketing system in a first in, first out order. It was very important that each ticket had detailed notes as to the work that was completed because once a ticket was closed, we could go back and review previous work done if the machine had problems again. Working for them I analyzed and performed necessary troubleshooting and repairs on teacher and student machines. At the time, Union County was a part of a new test program where each student was assigned a machine and it was our job to prepare the new machines and deliver them to the schools as well as maintaining the machines throughout the school year. I was assigned to 9 high schools that I mainly worked with. I prepped, delivered and maintained laptops as well as installing desktops, monitors and printers for libraries, media centers, computer labs and individual classrooms. I monitored, managed and maintained the school’s print servers through the active directory allowing access to printers and copiers throughout that school. I locally added printers to laptops for teachers and psychologist that float to multiple schools, allowing print capabilities at all schools that they worked in. I determined and recommend software, products and services suitable to the end user requirements and installed any county approved associated software necessary for operations. I maintained the faculty Moodle, Power School and Power Teacher accounts and I was the lead collaborator for state wide testing. I installed the testing programs through a file server to a secure browser for netbooks, laptops and desktops for EOG and NCTEST testing for students. I collected unused and damaged equipment for surplus, entered surplus data into our system and coordinated with maintenance for pickups and deliveries. One of the biggest problems that I noticed while working for the technology center was the fact that the machine/ equipment data that the technology center had didn’t always match the data that the bookkeepers for the schools had. There was a lack of communication and collaboration between the departments causing misinformation and confusion as well as affecting the overall delivery of service. The book keepers used a system called Destiny for their inventory but we didn’t have access to that system so we used our own database to track the equipment that we picked up/ delivered and these two systems didn’t talk to each other. I designed a simple excel spreadsheet for the technology center to handle Union County School’s Inventory. Our department physically went to all schools and scanned all equipment data into the spreadsheet so that it could be implemented into the Destiny program for each school’s bookkeeper and the Union County Finance Department. Once implemented then a comparison was done between the new spreadsheet, with the updated and correct info, and the inventory listed already in Destiny. By doing this we were able to get a complete updated and correct database of all Union County equipment and their whereabouts. After comparing, updating, and completing the database, I collaborated with the finance department and the Destiny program administrators in order to gain access to the Destiny program so that we were able to keep all records correct moving forward. I also set up weekly meeting between the bookkeepers and myself to ensure good communication and allow for any information or ideas to be shared and expressed effectively. By identifying this issue and providing a better means for communication, I was able to improve the technology centers overall service, equipment tracking and inventory process. Manager/ Computer Repair Technician 9/2011 – 5/2013 Technology Integration Group

Charlotte, North Carolina

Technology Integration Group (TIG) is a sister company to Dell. When Dell gets a big contract, Union County Schools, then they collaborate with TIG to set up a warehouse in that location to do Dell machine repairs and maintenance for that contract duration. The warehouse was responsible for imaging new machines, which we did using SCCM running off Windows server, diagnosing and repairing Dell equipment and collecting those machines at the end of the school year for repairs and redistribution when school started again. I was originally hired as a technician to repair machines in the warehouse. I would take apart and re-assemble computer systems as required, parts replaced included: hard drives, system boards, memory sticks, screens, palm rests, keyboards, bezels, Nic cards and speakers. I would also prep machines for new users and perform preventive maintenance by installing prudent software and hardware on the machines. My manager at the time didn’t know much about computers or maintenance so I would also assist him. In doing so, I learned a lot about the system that the warehouse used and how to run reports and handle the administrative part of the job. One day I came in to work and instead of my normal manager being there the regional manager from Washington DC was there to advise us that the manager had been fired and he would be filling in until a new manager was hired. That day I went about my day performing the same duties that I would normally do, by lunch time the regional manager invited me to lunch where we discussed me taking over as manager. I excepted the position and started the next day as district manager. I managed a team of up to 20 employees including training, lead support, timesheets, supplies and quality control/assurance of repairs done. I trained my employees on how to identify, troubleshoot, analyze, and repair product failures. I ran all daily, weekly and monthly reports for my division using Tempest software and attended weekly meetings to coordinate with the regional manager and discuss any pros and cons of the reports. I noticed that although the warehouse was doing very well (report wise) there were some employees that seemed to be over working and some that seemed to be under working. Also, there was no guide line as to how long it should take to complete a part repair nor a quota on the number of repairs that should be completed in a day. To resolve this, I started by keeping track of each employer’s workflow process and their repairs completed daily as well as time it took to do so for each repair. This helped me to monitor their metrics and identify key performance indicators. I then used that data to come up with an estimated time on how long it should take to do a part repair for each individual part. I then held a meeting to go over the repair expectations and I handed each employee a spreadsheet so that they could keep track of their daily repairs and hand it in at the end of the day. Once this was done, I created a spreadsheet that had each employee’s name and metrics for the day, the total amount of repairs done for that day, the time it should have taken them to complete the repair and the time it actually took them to complete it. I added up all of the times to show them how much time they should have spent vs how much time they actually spent. I printed the spreadsheet and hung it on our wall for all employees to see. I did this to give them an indicator as to how their performance was going for that day as well as to help them personally identify any issues associated with service delivery but it actually motivated them to work harder because they started competing with each other to see who would have the best numbers at the end of the day. I was unaware of how well this system worked until after the contract was over and the job ended. The regional manager called to thank me for a great job and advised me that our warehouse was the most improved warehouse in the entire company for 3 years straight. Leading the organization in parts replaced, quality control and overall customer service. Technical Service Representative 7/2010 – 7/2011

Sprint Call Center

Charlotte, North Carolina

Sprint call center provides customer and technical support for sprint cell phone customers. I initially worked for them as a technical service representative and was promoted to the de-escalation help desk within six months. I answered an average of 80 inbound Customer Service and Technical Support calls daily and provided customer service support including billing, price plans, account maintenance, on line service and profile information. I provided technical support which included submitting tickets, on-line support, equipment replacement and step by step instructions to resolve any phone issues, software issues and on-line issues. I received multiple certificates in the months of December, January and March for excellent technical service while leading the team with the highest score card in categories including Average Handle Time, Next Call Prevention, Issue Resolution, Quality Assurance and Sales. My record shows consistent success, resulting in progressive increased responsibilities and promotions. Technical Skills

Operating Systems- Windows 7, Windows 10, Windows 11, MS/DOS, JavaScript, Linux Programming Languages - Amazon Web Services (AWS), CSS, JavaScript, SQL, noSQL, Vue.js, InteliJ IDEA, C, C++, Kotlin, HTML, Java, FORTRAN, Pascal, COBOL, Android Studio IDE Education

B.A Computer Science 2003,

Computer Programming

Bluefield State College, Bluefield, WV

Masters of IT 2023

Software Development

Virginia Tech College, Blacksburg, VA