Experience

In this role I've had the opportunity to gain perspective im many disciplines of industry. From the arenas of Automotive to Pharmaceutical I've supported many companies in their mission's of streamlining IT Operations by identifying failures due excessive, over-complicated and dated processes, preparing for and maintaining audit excellence as well as providing the organization with the tools and clarity necessary to achieve excellence in operational efficiency. With exceptional standards, planning and governance a properly implemented CMS has proven to reduce financial burdens of Compliance audits by over 80% and dropped critically missed SLA response times down to less than 2%.

A major component of developing these processes was the mapping of Business Services, Service Offerings and the technology supporting the applications necessary for the Organization to effectively deliver them. In many cases this effort drove the coordination of data center moves as well as decision making data when determining if the application should be moved to a cloud architecture. This effort lays the foundation to not only identifies the critical infrastructure to conduct business, but also establishes the markers in the model to make transparent the Ownership, Criticality and Priority of assets establishing key point of interest for Automation, fast resolution times to incidents and lowered risks to Change.

In my role as an Asset Analyst, it was my primary responsibility to establish processes to a newly formed Asset Management department. This position was starting from the ground up from a company that had for several years operated with Asset Management in a vacuum, leaving each department in the organization to manage their Software Entitlements, Licensing and Hardware procurement on their own. Due to extreme rapid growth, less than 20% of the assets were initially reconcilable with the Finance department and non-existent processes put the organization at considerable risk to audit penalties. Ultimately, License Entitlements were reconciled to 96%. Procurement processes were established to assign 100% of all new assets were related to projects and were able to report the entire life-cycle of the asset, including documenting the chain of custody from procurement to certification of disposal by standardizing single source vendors that met our established process requirements. The establishment of these processes, kpi's, reporting capabilities and standardization of vendors led the organization to mature Vendor Management and recover over $4 million the first year and over $12 million starting the second year after implementation.

As a migration Specialist my initial engagement was to migrate data from proprietary databases of acquired companies containing RFId information of pets to the Home Again database in all Veterinary Offices in Indiana and Kentucky. My territory slowly grew by the end of the project to the point I was the last Migration Specialist on the Project and I assumed all states surrounding Indiana. I was in direct communication with the developers assisting them in diagnosis and resolution of issues due to locking of the records during migration due to the data's inconsistency as it was entered manually by the Veterinary Technicians. I was able to write a set of Java interfaces to proxy the request between the api and the migration utility that had a series of if statements that would catch the errors in the data and either flag or reject the records allowing the proprietary database server to release the record gracefully and the migration utility to continue without error. We were able to successfully migrate over 90% of the databases and reduce the time on site by over 300% in most cases.

I was promoted from Desktop Support to a Project Manager for the B.R.A.C. project that was responsible for the consolidation and relocation of satellite Defense Finance offices around the world and centralizing them to the Indianapolis Headquarters. This effort required clustering the existing users to consolidate space to make room for the influx of new employees coming to the site. Responsibilities included coordinating the third party resources, and acting as a Liaison between Defense Finance and Unisys to coordinate scheduling, enforcing the transport of Classified data, and adhering to network security policies. As part of this effort I designed a distribute application developed on Microsoft Access and VBA that not only coordinated and managed the work orders implemented a but ran a series of network based diagnostics on target machines as the were deployed to ensure 100% successful migration when their users returned to the office the following Monday. My team started Saturday Morning and by mid-day Sunday we had successfully moved 425 of 426 systems, missing only one system due to a faulty docking station that we had no replacement for in stock.

Starting as a technician and quickly promoted to Technical Lead my primary focus was daily operations of 6 Retail Technicians and 6 ATM Technicians for all of the Central Indiana Territory. At appointment of this role our metrics were staggeringly low hitting in the mid 30% of SLA Response and Resolution times. My first priority was to identify the cause of this poor performance and during the short time as a technician it had already been identified that the extreme hours forced upon the technicians was unacceptable. Knowing this I further analyzed the root cause and identified the causes. Based on my findings I devised a new structure and started working with our dispatch team in Montreal to create a heatmap of calls in our territory based on call volume. From that analysis zones were assigned technicians closest to their homes as possible overlapping the zones to extend coverage and backup allowing each technician to have a consecutive days off every week. I then assigned the ATM Technicians a parts kit of commonly used maintenance items for our high profile customers with the highest call volumes and distributed the weekly maintenance visits to them, leaving ATM's their priority as they were P1 Critical calls and took precedence. This raised our metrics from mid 30% to well over 80% in the first quarter of implementation.