PROFILE:

With over 30 years of IT industry experience, I am a motivated IT leader specializing in IT infrastructure and operations management, including program and project management. I have successfully served customers in the Government, Automotive, Energy, Financial Services, and Healthcare industries

AUDIT COMPLIANCE:

• Critical Infrastructure Protection
• Mobile Strategy and Technology
• Budgeting and Financial Management
• Customer Relationship Management
• Messaging Infrastructure and Operations
• Client Server Infrastructure
• Data Networks and Telecom.
• PMI project management methodology
• Cloud Strategy and Services
• Executive / Senior Management Interface
• Service Delivery Management
• Contact Center Strategy and Infrastructure
• ITIL Methodology
• Tactical and Strategic Technology Planning
• Contract Management
• IT Operations Management
• Server and Desktop Virtualization

PROFESSIONAL EXPERIENCE:

Senior Management Executive

Confidential

Responsibilities:

• Besides maintaining two Confidential owned hosting center environments, this team provides: Enterprise Monitoring, Data Warehouse, Data Exchange Gateway, Unisys Mainframe File Transfer Services, Problem and Change Management services.
• In addition to maintaining the end user computing device and application images as well as the management systems for desktops, laptops, notebooks, tablets and smartphones, this team maintains and manages Active Directory, Domain Naming and File/Print Services for the Confidential . And finally, this team manages Office 365 in the Cloud including Exchange/Outlook e - mail services.
• This team maintains the data, voice and wireless networks for the Confidential along with the associated firewalls, load balancers and accelerators.
• This team is responsible for the application servers, storage, Citrix and virtual desktop environments.
• This team provides services to the I&O directors. These services include: Asset management, IT Finance interface (billing, budget, spend plan management), Vendor contract and software licensing management, Audit and compliance management, Communications and marketing, and Governance.
• I represent I&O and the CTO on several boards. The scope of duties includes providing guidance, act as a voting member, lead/participate in subcommittees, prepare/deliver status and presentations for the following: DTMB-IT Strategy Committee, IT Position Review Board, DTMB Project Review Board, Cloud Governance Committee, Mobility Strategy Executive Board, and the Executive Enterprise Technical Review Board.
• Working with the CTO, Enterprise Architecture, Confidential Cyber Security, and the DTMB-IT Strategy Committee, I assist in the development of the IT Strategy as well as aligning the I&O organization to the strategy. Strategy development involves: Assessing the organization’s current capabilities, strengths and weaknesses, Understanding the business units’ tactical and strategic directions/goals, Understanding IT industry and product roadmaps/strategies, Understanding the business units’ industries directions/strategies, then through a process of smaller workgroups creating strategy documents for consolidation into progressively larger documents the strategy takes shape and is consumed in multiple forms.
• As part of the Confidential Digital Strategy, the Cloud First initiative will transform the Confidential ’s application hosting and data storage environments. In doing so, the associated Confidential workforce will transform from the traditional server and storage setup and administration services to cloud services architects, engineers, administrators and brokers. This effort, officially, began with commissioning the Confidential ’s internal private cloud which provided the hands-on learning environment necessary to develop practical cloud management skills. This experience has been valuable since initiating the in corporation of commercial cloud offerings into the environment, thus creating the private-hybrid-public cloud model. As the Confidential continues to mature with cloud offerings and transition legacy environments, the staff is being retrained and repurposed to meet the growing demand.
• Confidential serves as the Medicaid processing platform for the Confidential ’s Confidential agency.
• As a result of this success, Confidential is now the first Confidential to provide a processing platform for other Confidential ’s workloads (currently Illinois with several other States interested and in the process of signing operating agreements). Finally, we are in the process of obtaining FedRamp certification. While this certification would provide the Confidential with the ability of running federal workloads, our intent is to provide a high degree of confidence in the security and control of the Confidential environment.
• The additional revenue for Confidential is estimated around $3M per Medicaid processing customer per year.
• The challenge to the workforce is to manage the external providers while continuing to provide “in the cage” services seamlessly. This requires vendor management and Confidential internal process development and linkages not previously attempted. Since several other States use co-location services, the team elected to self-educate regarding the best practices for managing co-location vendors. Currently the first hosting provider has been selected, therefore integration and migration activities are currently underway. Later this year, when the second provider is selected, the lessons learned from onboarding the first provider will be incorporated into onboarding the second provider. The combined contract value is estimated at $65M.
• Working with our partners in Procurement, the Confidential issued an RFP seeking to in corporate technologies that provide unified management across disparate storage systems and enable workflow automation to accelerate provisioning times and reduce operational support burden. These objectives must be met with standard-based technologies capable of supporting integration of new fabric, storage, and continuity platforms with existing technologies which have remaining usable life.
• Currently bids have been submitted and are under review for final award. The contract value is estimated at $80M.

Sr. Project Manager

Confidential

Responsibilities:

• I assist the CTO daily with defining, obtaining budget for, launching and guiding the IT strategy and the foundational / transformational projects for the Confidential, including: Mobility, Cloud, Contact Center, Data Center, Network Redesign and Refresh, The Confidential ’s Private Cloud (a.k.a. Next Generation of Digital Infrastructure - Confidential ) and Physical to Virtual server migration (P2V).
• Managed the solicitation and evaluation of bids to potentially outsource the Confidential ’s data centers. As the engagement manager to KPMG, the primary consultant, we developed the data center sourcing strategy and gathered the technical data for Request for Proposal (RFP) development. Then in conjunction with the Confidential ’s Procurement Office, we developed and published the RFP, solicited bids, conducted bidder conferences and answered bidder questions. After evaluating proposals, the Confidential elected not to award a bid.
• As a result of the data center project (above), the Confidential needed a new strategy to deal with the aging data centers facilities, especially the power and structural deficiencies of the Confidential ’s backup data center. Additionally, the Confidential ’s Chief Information Officer (CIO) announced a goal to move 85% of the Confidential ’s data to the cloud by 2018. Working with the Confidential ’s CTO and Director of Technical Services along with Forrester Research as our primary consultant, I managed the development of the Confidential ’s cloud, virtualization and data center strategies. The first two strategies combine to reduce the on the data center floor footprint and prepares the data centers for future over-the-wire migrations. This approach provides short term relief for the Confidential ’s backup data center until the next data center facility and outsourcing bid solicitation can be executed. As a program manager, I assisted the Technical Services Director with the build out of the Confidential ’s private cloud and virtual environments. Additionally, I manage the program to migrate applications and data to the appropriate environment; private cloud, virtual server, public cloud or hybrid cloud.
• Working with the CTO and Gartner as the primary mobility consultant, I participated in the development of the Confidential ’s mobility strategy. Once the strategy was developed, I took over as the program manager for delivery. The mobility program is composed of several projects and initiatives spread out over a 4-year period. The first set of projects is the current focus: Establish a Mobility Center of Excellence (MCoE), Establish a Mobility Application Development Platform (MADP), Establish a Bring Your Own Device (BYOD) program, Launch an Internal Application Store and Upgrade the VPN infrastructure. Each project has its own project manager responsible for meeting the program goals.
• As a consultant as well as a project manager, I was assigned to a small project team that included the CTO, Director of Strategic Vendor Relationships, and Director of Network Strategy to assess and assist the Education Achievement Authority (EAA) IT infrastructure and operations.
• The results were that I was the primary author for a recommendation report covering technical infrastructure and services, finance and procurement, staffing, and policies and governance. Additionally, we took immediate action to establish an IT budget, interview IT candidates, align 3rd party IT service provider’s responsibilities, renegotiate terms for some IT contracts, and establish and IT steering committee.

IT Global Solutions Program Manager

Confidential

Responsibilities:

• Engagement managed the development of a coil thermal heat exchanger website. The purpose of the website is for manufacturing engineers to obtain specifications of Confidential ’s product and run simple thermal heat simulations to determine if the product was a good match or better match than their existing supplier’s product. Thus reducing the time and expense for Confidential sales force and engineering support to work with existing and potential customers. Working with Confidential Global Purchasing department and other subject matter experts, I developed the RFP, managed the response and engagement of Confidential to develop the website.
• Engagement managed the development of a consolidated premium freight expense tracking system. Confidential divisions had previously tracked premium freight transportation and expenses in separate tools. Working with the Confidential project sponsor, we gained requirements consensus. Then working with Confidential Global Purchasing, I developed the RFP, managed the response and engagement of Confidential to develop and implement the system.
• Engagement managed application enhancements to more accurately track metal commodities in parts. This information is required in order to accurately calculate the amount of precious metals on a shippable part. Working with the Confidential project sponsor, we gained requirements consensus. Then working with Confidential Global Purchasing, I developed the RFP, managed the response and engagement of Confidential to develop and implement the updated system.
• Engagement managed the assessment and remediation of Microsoft Windows2000 servers still in use globally. Because Windows2000 servers are no longer supported by Microsoft, they represent a security risk in the IT environment. Working with Confidential Global Purchasing department and other subject matter experts, I developed the RFP, managed the response and engagement of Confidential to assess the environment, develop recommendations and execute one of three predefined solutions.
• Engagement managed a proof of concept to evaluate Confidential ’s Search Appliance. Confidential engineers desired the ability to search engineering repositories outside of SharePoint. A process study estimated that Confidential engineers waste millions of dollars searching for engineering diagrams and drawings.
• Engagement managed the assessment and remediation of Microsoft Windows2000 servers still in use globally. Because Windows2000 servers are no longer supported by Microsoft, they represent a security risk in the IT environment. Working with Confidential Global Purchasing department and other subject matter experts, I developed the RFP, managed the response and engagement of Confidential to assess the environment, develop recommendations and execute one of three predefined solutions (upgrade, isolate, decommission).
• Improved department project financial management through reporting improvements, department-wide financial analysis, updating training materials, working with peer program managers and IT Finance department on process and/or exception handling.

IT Outsourcing Service Delivery Manager

Confidential

Responsibilities:

• County Campus WiFi Hotspots
• Automated security log monitoring and reporting
• Internal firewall replacement
• VPN service implementation
• Netware NDS to Active Directory conversion
• Blackberry device service implementation
• Automated software patch updating
• Deployment Services process improvement
• Project Communications Plan
• Service Level Agreement Team Input document
• Security Design
• Implementation Plan
• Capacity Plan
• Test Plan
• Technology Refresh Plan
• Maintenance Plan/Schedule