It Service Delivery

* ******* ******** **********, ** 937-***-**** *********@*****.***

Richard Sizemore

937-***-**** ********@*****.*** LinkedIn

Cloud Modernization and Business Transformation Executive Highly successful and influential digital enterprise strategy leader, steadily advancing through 20 years of prominent leadership with well-respected Fortune 500 organizations. Rick Sizemore has extensive experience in cloud computing and technology transformation, spanning over a decade. He has worked with various companies, including Citi, Alsbridge LLC, and Computer Science Corporation (CSC), where he held leadership roles focused on cloud strategy, adoption, and service delivery. Rick’s experience highlights his comprehensive understanding of cloud technologies and his ability to lead successful cloud transformation initiatives for large organizations. He is a results-oriented professional with a strong customer focus and a passion for leveraging technology to drive business value.

Competencies

• Enterprise IT Strategy

• Effective Team Builder

• Digital and Cloud Transformation

• Cloud COE Organization Creation

• Talent Identification & Development

• Enterprise/Agile/DevOps Expert

• Cloud Modernization Architecture

• Contingency/Disaster Planning

• Organizational Agility

Professional Experience

Cognizant Technology Services 2021−2024

Director of Software+ Service Line

Created delivery organization for Software Modernization Practice. Driving customer strategy for delivery into structured Software Modernization, Cloud Strategy, Data and AI Transformation offering space across industries. Performed as engagement leader for typically 6-12 live modernization work streams, as well as building the strategy methodology, and process pipeline. The Challenge

Champion and mentor the strategy and delivery team with a model that emphasizes talent development, delivery excellence, and customer/partner delight. The primary obstacles of 15% attrition, unstable revenue streams and delivery quality, and resignation of key client partners.

Actionable Items

• Forged a tiger team/CoE approach to audit all current and future workstreams for fitness for task and delivery requirements in a logical process that maximizes success for the team of we (Cognizant, customer, partner). Team of 6 Technical SMEs, 3 Financial SMEs, 1 Pricing Specialist, 1 Process Specialist built just to ensure process and capability aligned above the delivery team itself

• As an individual contributor, acted as team leader, architect, and process/program manager for customer engagements from between 5 and 30 team members

• Defined current primary capabilities and skill gaps to drive education and development processes for delivery teams

• Identified high risk engagements for immediate remedial action by leveraging the CoE team

• Created a modernization methodology framework that leverages a new pipeline of repeatable productized work processes that can be leveraged in Agile, Kanban, or traditional delivery models

• Created a partner engagement model that embeds the vendor enablement teams into Software+ team enablement and delivery work streams

• Built an integrated lab team to define how AI capabilities can be leveraged by our various customers to define where to develop skills

Financial and Operating Results

• Averted $15M in projected delivery lapses for 2021, maintained revenue during FY22 and exceeded financial expectations for negative account trends created during pandemic and positioned FY23+ for significant growth with increased focused on delivery retention and CSAT excellence

• Restructured team to arrest the attrition by realigning skillsets and revamping enablement and compensation plans

• Increased delivery team by 7% and decreased team turnover to under 3%, while corporate attrition exceeds 25%

• Deliver more than 25,000 hours of modernization and transformation annually with a CSAT of 4.85 2 Richard Sizemore Cincinnati, OH 937-***-**** *********@*****.*** Wavestone SA, Paris, France 2019−2021

Principal Group Leader of Modernization and Digital Transformation Practice Joined Wavestone SA, a global management and technology consulting firm headquartered in Paris, France, in November 2019 as Principal and Geographic Leader for Modernization and Digital Transformation. At Wavestone, the primary objective was to integrate North American market perspectives into the company's European Transformation Model, aiming to enhance global delivery capabilities for customers worldwide. This was marked by the success in bridging the capability gap between European and North American markets, fostering a more globally integrated and customer-centric approach to digital transformation and modernization services. Demonstrated a keen understanding of cloud technologies and their potential to drive business value, successfully leading the implementation of cloud-based solutions for various clients. The Challenge

Reporting to French Commercial Director, designed an integrated service model across geographies to add the North American market’s unique perspective into European Transformation Model’s ecosystem. Lead Engagement Leader for US customers delivering advance global capability. Assembled initial practice modeling, education, product, and service offerings, indicated technology partners with plan to productized services for two hundred North American Fortune 50 space customers. Additionally, manage the strategic pause during the initial phases of the Covid-19 pandemic on the North American Market. As only American on staff in the US with dozens of European consultants with more than fifteen customers. My role became designing ways for both us and customers to move to a mobile-first operation in a safe manner. Actionable items

• Successfully established and led a geographically dispersed team of 31 members for a Unified Cloud and Modernization Team. This team facilitated knowledge sharing and collaboration among individuals with diverse skillsets and experiences, contributing to a more cohesive and effective global delivery model

• Transitioned organizational restructuring the delivery model due to the pandemic impact on corporate structure

• Acted as modernization and transformation architect and SME for dozens of customers Financial and Operating Results

• Built a unified Cloud and Modernization team from the global Wavestone workforce. Expanded group to 31-member team with twenty-two located in the Americas and Britain.

• Architected a new technical delivery organization for the largest restaurant chain in the world. Supplied modern DevOps delivery organization and defined technology platform model for build/admin/monitor from a pure cloud platform perspective.

• Developed 3-tier human support organization, with Site Reliability Engineer as liaison between applications, infrastructure, and support. Built roadmap to implement the complete solution in 20 months. The Challenge

Engaged as the Executive Advisor position for Top 3 Electronic Health Record company’s product modernization team to transition to a cloud led product design. Report to Managing Partner of Healthcare and Direct Advisor to VP of Product Design and Support.

Engagement Leader for ERP transformation from customer designed system to a custom version of SAP which was required for the modernized EHR Platform. This effort required 5 resources in addition to the modernization team for EHR redesign. Actionable Items

• Accelerated processes to evaluate a modernization approach for the portfolio of applications for EHR delivery, constructed by a 20-year series of acquisitions with minimal investment in integration and modernization.

• Assisted client portfolio owners with organizational changes and product priorities for long-term business viability.

• Captured key strengths and weaknesses from internal organization and defined the attributes partner needs to increase customer retention and acquisition.

• Defined a budgetary metric measuring the current spending of the specific portfolio verticals for keep/divest determination.

• Developed a meaningful Request for Solution for partners to understand client business requirements.

• Specified a scoring criterion that demonstrated nine potential partners’ approaches to building a mature, stable business model. 3 Richard Sizemore Cincinnati, OH 937-***-**** *********@*****.*** Financial and Operating Results

• Identified development partner to integrate with customer. 80% of the team accelerated to SAFe agile methodology in 6 months.

• Divested non-core businesses to fund 60% of the first 24 months of the modernization process.

• Facilitated a new software licensing model that embraced SaaS subscriptions vs acquisition and renewal that helped reverse customer attrition from 8% the previous year with new customer acquisition, generating an additional $90M in ARR.

• Collaborated with 9 different partners and selected 1 for modernization and a financial partner for business divestitures and facilitated the 5-year $1.1 billion investment/divestment process with a sustainable business model for each during and after the transition.

Citi, New York, NY 2016−2019

Senior Vice President, Cloud Adoption and Onboarding The Challenge

Engagement owner for all capabilities within the group. Reporting to Deputy CIO of Retail Banking, managed internal consulting team with unified cloud adoption strategy for retail banking. Aid business transformation to consumption of services model, and development of solutions for Citi IT. Transition the strategy to focus on delivery as a SaaS delivery model with manageable financials and delivery capability. Transition to automated infrastructure orchestration, Kubernetes delivered on VMWare cloud, AWS, and MS Azure.

Actionable Items

• Switched to product focus of cloud delivery tools to provision, run, and monitor new services for successful transformation. Integrated new hybrid model with partners Microsoft and Amazon to extend CitiCloud beyond the Citi internal estate.

• Increased pace of adoption of DevOps model, assuming responsibilities from internal clients and supplying gap management and resources during implementation.

• Encompassed staff augmentation, tool development/selection, business, and financial justification, and accelerators to cloud adoption.

• Focused on DevOps services and provided an augmentation methodology to allow IT’s clients to pivot to cloud.

• Streamlined reporting with simplified, business outcome-based metrics.

• Manage 25 Senior Level Architects/Developers 35 Contractors 5 Locations in US, Ireland, Singapore Financial and Operating Results

• Transitioned CitiCloud to a manageable portfolio of services that can be offered as products instead of a collection of custom services merely branded as CitiCloud.

• Built unified portal system with team of full stack developers, integrated automation, billing, and provisioning tools into a user- friendly request process. Improved delivery time for CitiCloud service requests from 60 days to less than 2 hours.

• Streamlined monthly base delivery overhead $1M the first 60 days.

• Instantiated the first development and production container-based platform within Citi. Increased internal average cluster/pod utilization 80%.

• Built initial Pivotal platform service, transitioned to a Dell managed service within the Pivotal cloud.

• Implemented functional capacity analytics across CitiCloud. Reduced software license costs $100M annually.

• Managed and developed migration tools to new IaaS orchestration management systems, increasing service resiliency to 99+% uptime for CitiCloud that allowed for automated failover from a manual process that required call center response initially. Alsbridge, LLC 2012−2016

Practice Director, Cloud Computing and Technology Transformation The Challenge

Created Cloud Strategy Practice for Albridge from inception. Assisted customers defining their strategy when entering the cloud space, selecting public, private, and/or hybrid models. Actionable Items

4 Richard Sizemore Cincinnati, OH 937-***-**** *********@*****.***

• Created service delivery model and integrated existing advisory services’ framework with a unified CloudSource methodology into Alsbridge’s FastSource model.

• Assisted delivery providers in accessing customer markets with focused workshop and RFS/P response process that embraced cloud solutions instead typical internally only delivered solutions.

• Managed 5-year, $590M program for full replacement from application intake to policy retirement for largest in category insurance provider.

• Conceived corporate strategy of OneCloud initiative for Fortune 50 health insurance company. Financial and Operating Results

• Formulated strategy and led migration of $2.3B e-commerce vertical from traditional to hybrid cloud model. Saved $240M million annually in joint OpEx and CapEx costs.

• Assisted U.S. Department of CMS with $6.9B Virtual Data Center design, architecture, and provider selection for deployment of a homogenous hybrid cloud across nine vendors.

• Managed transition program of Global Top 2 home improvement brands e-commerce platform from dedicated in-house, to cloud-hosted, saving $110 million over 3 years.

• Prepared transformation strategy of next three levels of in-store unified management application(s) for 1.7K store chain with a TCV $660 million.

• Reduced seven data centers to 2 with 90% less total floor space, leveraging VCE and FlexPod VMWare vCloud Foundation vRealize, and AWS secure delivery model for commercial applications.

• Achieved total spending avoidance of $960M over 7 Years, increased availability, and pace of new service adoption.

• Delivered strategy and sourcing aid to reduce hosting costs $80M. Migrated workload to IaaS, SaaS, and private clouds. Computer Science Corporation (CSC) 2009−2012

Global Market Solutions Director, End User Computing SaaS The Challenge

Global Owner of the End User Computing (EUC) as a Service portfolio, with operational delivery from Washington DC, Seattle, and Salt Lake City and Data Center distribution of 3 locations in North America, two in Europe and 2 in APAC Built matrixed team from creation to 45 sales, technical architecture, and customer support and delivery and managed service professionals.

Actionable Items

• Created first monthly subscription service within CSC available to the public for application services, bridging traditional consulting, managed services, and the Cloud platform groups. Leveraged offering transitioning existing technical and personnel services, lowered risk for CSC and increased pace of adoption for customers.

• Designed internal and external marketing communication and industry analyst interviews and presentations.

• Managed architecture design team integrating entire billing and provisioning stack from initiation; security, level 1-3 support, infrastructure and application support and maintenance, and integration into vendor product development channels. Financial and Operating Results

• Created initial revenue of $9.8M Q1 of availability to $11M monthly in Q2 with a projected max ARR of $260M.

• Oversaw migration of 400K users in first 3 months of production.

• Increased CSAT scores from 1 to 3 using Kano model, indifferent to attractive and performative. IBM 1998−2009

Principal, IBM Software Group

The Challenge

First member a joint software, hardware, and sales and services SWAT team for Software Group focused on large, critical accounts, including pre-sales through customer adoption with technical team that crossed all IBM Software and Hardware group business lines with a 90% win/retention rate.

5 Richard Sizemore Cincinnati, OH 937-***-**** *********@*****.*** West Region Software for Services leader for application and infrastructure modernization growing the group revenue 300% over 8 years.

Actionable Items

• Subject Matter Expert (SME) for Cloud Computing strategy, Environmental Assessment Model, and Managed Services, Enterprise Application Workshop Model, and liaison with IBM Global Services

• Lead technical due diligence technical review process for IBM’s acquisition of Outblaze, the foundation of IBM’s SaaS offering, Lotus Connections and LotusLive.

• Member of Global Software Group Crit/Sit Response Team. Financial and Operating Results

• Focused on building a regional sales and services group that was cross sales enabled, from an initial two groups that rarely collaborated allowing for mixing various IBM technology sets into new solutions. Group achieved 94% CSAT rate $517M in direct sales revenue between services, software, and hardware during tenure.

• Earned IBM Master Architect certification.

Education and Certifications

Wright State University, Fairborn, Ohio

Bachelor of Science in Management Information Systems Ohio State University, Columbus, Ohio

Bachelor of Arts in Political Science

Publications and Speaking Engagements

Hiring Linux to Run Your Small Business

E-Commerce Times

The Perils of Mobile App

Linux Insider

Got Cloud? What Companies

E-Commerce Times

Featured Speaker Events

Lotusphere, 1996−2008 IBM Connect, 2007−2012 VMWorld, 2005-2010 Apache Week, 2003 Red Hat Summit, 2002, 2010, 2016

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