CIO - Cricket Communications
Resume:
Chuck Harvey
**** *. ******** **. ******, Co ****7
OBJECTIVE
A Chief Information Officer (CIO) position in a technology driven customer focused company.
EXECUTIVE PROFILE
Innovative leader with strong technical and business experience in the service driven, telecommunications industry. Proven hands-on track record successfully managing strategic business functions and operations employing global, internally and externally staffed organizations. Outstanding performer delivering repeatable results managing large scale programs, systems development, data centers and operations, outsourcing, IT strategic planning and aligning technology with business priorities.
WORK HISTORY
Cricket Communications |2009 to Present
CIO – Vice President |November 2011 to Present
Appointed to interim CIO role by corporate leadership on the departure of the incumbent. Developed a 100 day turn-around plan across 6 critical lanes that would show immediate results in key areas and build momentum for a complete turn-around of the organization in a 6 month window.
1. Stabilize core business platforms.
Delivered immediate result moving platform stability of key business functions from 95% to 98% in 2 weeks and to 99% within the first 45 days. Identified mid and long term changes including organizational, process, sourcing and governance transformation.
2. Drive improvements to full life cycle delivery metrics.
Implemented improved governance and deployment practices in 45 days resulting in delivery of two successive release that delivered with zero open defects and zero launch day business impacts.
3. Improve the partnership with the business.
Developed and implemented an alignment strategy for critical business functions, including product, field operations, care, and accounting. Defined a dedicated team strategy that consisted of business alignment architects and relationship managers to work with the business function to understand and action their critical priorities. This approach helped to move IT from an order taking group to a strategic partner.
4. Improve IT operations and Infrastructure
Transformed an immature organization by implementing best ITIL practices in the areas of incident and problem management. Consolidated all support functions to a single service desk model. Improved platform monitoring, alarming and communications to create an environment of transparency. Centralized vendor management for the top 9 IT suppliers and implemented best practices in this area.
5. Focus on Talent.
Completed an end to end assessment of the entire IT organization to develop a target state operating model and organizational design. Identified single points of failure from a resource perspective and quickly sourced support from third parties to eliminate risk.
6. Invest to grow and differentiate.
Developed a strategy to position IT as a strategic technology leader in the company. This included the development a charter and a team to deliver that charter for the business.
VP IT Management Office |April 2009 to November 2011
Results Achieved:
• Managed $140M transformation program to deliver new Point of Sale, Inventory Management, Billing and Data Warehouse platforms
• Outsourced Quality Assurance reducing costs by 40% in less than 12 months
• Delivered productivity improvements in IT Project Management in 6 months
• Established new practices for Release Management, Capacity Management, Supplier Management
• Established new operating model across the business for delivery
Key Ares of Focus:
• Created a new management organization within IT for Project Management, Demand Management, Release Management, Supplier Management and Quality Assurance.
• Responsible for leading the delivery of three transformational programs over an 18 month period that included a new inventory management/order management platform, a new integrated POS solution, and a full replacement of two existing billing platforms
• Outsourced the QA function while defining future state practices for testing across the company, managed the sourcing process, onboarding of the vendor, and management of delivery to achieve results across all dimensions of Quality Management, including impact on the transformation programs
• Established a new project management organization improving the predictability and quality of project delivery and implementing best practices project management framework.
• Worked with groups across the enterprise to build a new delivery framework for the company. These processes were critical in improving quality and business readiness for critical initiative and product launches.
Rogers Communications | 2008 to 2009 Toronto, ON
Consultant to the CIO and Executive Vice President Information Technology
Established a new IT Management Group for an organization of 2,800 resources with budget responsibilities of 750 million dollars. Responsible for multi-lingual, multiple business unit information technology operations and applications supporting wireless, cable television, phone, internet services and television, radio, magazine, shopping channel and Major League Baseball team and stadium event services.
• Designed the framework and assisted CIO in implemented a new IT organization, able to manage third party IT suppliers, delivering value focused on alignment to business unit results and building technology excellence including end-to-end software delivery and improved operations.
• Increased transparency and root cause analysis by using metrics to track IT delivery trends and developed corresponding improvement plans against sub-standard performance.
• Initiated and developed three-year IT strategy aligned to key corporate strategy, implemented 100 day action plan as part of year one initiatives.
• Established new innovation approach for development of new products connecting customers with new telecommunications services including CEO steering.
• Developed reporting of financial accountability, appropriate resource allocation and sourcing strategies and proper scaling of IT costs managing to industry benchmarks.
• Achieved year one benefits for outsourcing of IT infrastructure and operations with 15% cost savings and improving differentiated IT business service metrics.
Boost Mobile – A Division of Sprint /Nextel (Sep 2006 to Jun 2008):
Results Achieved:
• Established a new IT department for Boost Mobile owning all technology platforms as a member of the Boost Mobile leadership team.
• Delivered a $70 state of the art Prepaid Billing and Care platform on time/on budget
• Managed annual budget of $150M.
• Cut operational costs of more than 50%.
• Helped to transform the business model with a radical shift in products and services.
Key Areas of Focus:
• Established a new organization in Boost Mobile to centralize all technology platform management. This position was created as part of the executive team within Boost Mobile to provide a focused business alignment of Boost technology needs with Boost specific platforms and leveraged Sprint/Nextel infrastructure.
• Delivered a $70M platform transformation initiative to stand up a new Pre-paid Billing and Care platform to utilize both the CDMA and iDen networks to deliver Boost Mobile product and services. This is the only billing platform in the world that supports two separate and distinct networks. Successfully migrated 4.2M subscribers to the new platform over a 5 month timeframe. Delivered the new Unlimited by Boost product offering in a five month timeframe on the CDMA network leveraging the new technology infrastructure.
• Provided the technology solution to re-invent Boost as an unlimited player in the industry> This was delivered in months vs. years as a result of decisions made in architecting the billing and care platforms
• Built the Boost Mobile technology group in a 14 month timeframe to manage strategy, delivery, business operational support, quality management, business readiness and supplier management for the technology platforms supporting Boost Mobile.
• Cut operational cost by more than 50% for billing and care platforms while improving key performance metrics across the board.
• Delivered a new payment infrastructure to support multiple payment methods across a diverse set of Technology Partners.
• Improved digital content purchasing and delivery for products across both networks.
• Stood up a data analytics strategy to understand customer behavior for Churn reductions and improved sales.
• Improved Care metrics across the board through a collaborative time and motion study around users interactions with the systems
SPRINT/NEXTEL (Feb 2002 to Sep 2007):
Results Achieved:
• Lead the integration of the Nextel and Sprint IT organizations, post merger, driving a synergy roadmap that delivered $1B of synergies in the 1st two years
• Negotiated all major outsourcing relationships post-merger
• Stood up management and governance practices for the Post-paid billing transformation
• Negotiated Pre-paid billing platform contract with Amdocs
• Directed the pre-merger IT Assessment for the Sprint and Nextel Merger to identify critical technology synergy opportunities across all customer and revenue facing operational platforms (e.g., Care, Billing, and Provisioning). This initiative involved lateral leadership across functional teams of employees from both legacy companies (business and IT) and external consultants to analyze and define the “go-forward” insource/outsource strategy for six key portfolio areas, namely Billing Operations, Bill Print, Call Center Technology, Application Development and Maintenance, Testing, and Data Centers. Each of the five target areas were evaluated from a technical, operational, performance, and commercial (contract) perspective. Detailed financial and operational models were constructed in the form of a business case to support the team’s recommendations. The final deliverable associated with this initiative was a “Synergy Roadmap” used by the CIO to drive decisions and initiatives targeting IT consolidation and the delivery of IT Synergy. The result of this activity delivered the IT synergies to the company a full year ahead of schedule. The expected annual synergy capture associated with the recommendation is estimated to be in the range of $150M to $200M annually
• Directed the Customer Care/Billing platform selection process for the Sprint/Nextel IT organization. This selection process required a detailed financial, technical, and operational analysis of the legacy sales, care and billing platforms to recommend the target platforms for the combined Sprint/Nextel. Specifically, the analysis included a “deep dive” into the functional capabilities and costs of each platform, with the results driving a formal competitive RFP evaluation of the two legacy billing suppliers. . The expected eight year synergy capture associated with this recommendation is estimated to be in excess of $1B.
PRIOR TO SPRINT/NEXTEL
• As Vice President of Alltel Professional Services, architected and established three new consulting practices for Alltel Information Systems. Specifically, hired and directed five consultant teams to deliver global Y2K testing, process engineering, and improvement, web based development, and systems management consulting services.
• As Assistant Vice President of MBNA America, directed a 40+ person team in a $50 million reverse engineering program for the customer care and billing platforms. In addition to leading the overall effort, responsible for building the initial project organization, budgets, strategies, and methods and techniques that guided this program through completion.
• For Southwestern Bell Communication, facilitated the analysis and design of a new Billing platform. Directed all Analysis and Design sessions, completed first phase data and process models, developed full life cycle methodologies, and architected standards for all life cycle deliverables
• At AMR Corporation, directed numerous development teams to implement a new reservation system. Researched and implemented new technologies to deliver key components within the systems architecture.
EDUCATION
Syracuse University
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