SUMMARY:

• Highly accomplished IT professional with over 20 years of experience, specializing in ITIL process implementation and improvement.
• Successfully managed a major customer service center for the US Army Reserve (USAR), with 27,000+ tickets a month supporting 55,000+ users CONUS - wide. Our ITIL-based implementation was used as the model for expanding the USAR Service Desk to serve the entire US Army, with a customer base greater than 2 million users.
• Coordinated and completed a project to migrate, consolidate and manage ~22,000 users across ~400 Windows NT domains to a single AD/Exchange 2003 domain platform.
• Project leadership background encompasses hands-on design, configuration and implementation of enterprises, as well as various service desk ticketing tools.
• Successfully managed enterprise solutions for Active Directory and Exchange.
• Seasoned enterprise-level administrator offering proven performance in technology installation, integration, configuration, and support.

TECHNICAL SKILLS:

• Excellent at seeing the "big picture", yet capable of identifying and accomplishing both the short and long - term requirements to meet the goal.
• Leader who builds a tight-knit team, ensuring goals are met while maintaining an upbeat, knowledgeable and motivated environment.
• Culturally sensitive with the ability to build rapport with a diverse workforce in multicultural settings. Excellent at building trust and honest communication with vendors, customers and colleagues.
• Highly adaptable, positive, resilient, patient risk-taker who is open to new ideas.
• International Experience Extensive travel background, to include residency in Guantanamo Bay, Cuba, Panama, Costa Rica and South Korea.
• Foreign Languages Fluent in Spanish Department of Defense Security Clearance Top Secret (inactive)

PROFESSIONAL EXPERIENCE:

Confidential, Atlanta, GA

Problem Manager

• Developed Problem Management policy, processes, and procedures. These include Problem Management Operating Level Agreements (OLAs), deliverables, reports, meetings, known error documentation, Acceptance of Risk sign-off, and other appropriate Problem Management items for communication and dissemination.
• Technical Lead for the implementation of ServiceNow to replace the current ticketing tool, ChangePoint.
• Continue to improve upon Problem Management processes and procedures to account for new requirements, changing goals, and additional input, including globalization with Confidential Group. This is part of Continual Service Improvement.
• To facilitate globalization of Problem Management, I've taken both Confidential Group and Confidential US Problem Management documentation and morphed them into a workable Confidential US set of documentation. This enables Confidential US to reflect Confidential Group guidance and expectations while still taking into account local differences and needs.
• Updated Incident Management policy and procedures. This involves updating the existing Incident Management documentation as well as creating new processes, to include Critical Incident sub-processes, Major Incident Management (MIM) email templates, and AmerTOC checklists.
• Participate in and provide recommendations for all ITIL-related discussions involving the Service Operations teams. These discussions include ServiceNow integration and implementation, SecureNet integration, Knowledge Management, Change Management, Incident Management, etc.

Confidential, Atlanta, GA

Process Lead, Operations and Data Management teams

• Created and led major initiative to provide database object synchronization across seven environments for CDC MISO’s Data Management team. There was an identified need for more than two years, but due to internal political impact, there was never any progress made. The successful creation and forward progress of my initiative spurred the Data Management team to expand additional efforts for Data Management. This included the implementation of Data Governance, and more importantly for CDC MISO’s mission, a Data Quality initiative.
• Developed ITIL-based processes for CDC MISO’s Data Management team. These processes included Change Management, Configuration Management, and Knowledge Management development and integration with MISO’s new ticketing tool.
• Developed ITIL-based processes for CDC MISO’s Operations team, including Release and Problem Management.
• Developed Quality Improvement processes for CDC MISO’s Operations team. These processes addressed integration of Operations across internal and external teams (internal reorganization identified gaps needing to be resolved), employee onboarding and off boarding, contract deliverable processes, and integration of existing and new processes with the CDC MISO ticketing tool.

Confidential, Atlanta, GA

Manager

• Manage a fully operational ITIL-based Service Desk as the single point of contact for customer communication, as well as knowledge transfer.
• Manage Tier I (out-sourced), Tier II and Tier III technicians with expertise in mobile device management, applications, troubleshooting and technology.
• Develop, train and ensure consistency, integration and quality standards across all three tiers.
• Ticket handling has increased ten-fold (114 tickets to 1,247 tickets) while developing all of the SOPs and processes for Service Level management.
• Phone call volume increased 750% while call handling time decreased by more than 65%.
• First Call Resolution (FCR) has improved from 36.8% to 91.7%.
• Supported on-site iPad deployment, physically and virtually.
• Established and disseminated monthly reporting, to highlight user needs and challenge trends.
• Identified Risk Management items and provided mitigation for each.

Confidential, Atlanta, GA

ITSM Deputy and Change/Problem Management Coordinator

• Established and disseminated Forward Schedule of Change reports, to include Daily, Weekly and Monthly. These were consolidated reports encompassing TSA/FPS, QBEF and QBENA organizations.
• Established and disseminated monthly Quality Assurance reports, to bring awareness and visibility into potential improvements needed in the Change Management processes for TSA/FPS and QBENA.
• Ensured Change tickets were associated appropriately with Problem tickets, if and when a Change caused and/or resolved a Problem/Major Incident.
• Acted as liaison during Infrastructure and Operations Major Incident/Problem conference calls, ensuring appropriate technicians and management were available and participated as required to quickly resolve Major Incidents and outages.
• Managed both internal and vendor IT support teams to quickly resolve Major Incident service disruption.
• Coordinated with FPS Applications teams to communicate and resolve Major Incidents and outages.
• Developed and published a Daily Survey, as mandated by the CIO, to capture end-user experiences. This survey was used to establish a baseline to identify improvement areas.

Confidential, Peachtree City, GA

Director

• Managed the ECSC and its 125 local and remotely located staff, to include partners and vendors, which receive on average 27,000 Service Desk tickets per month. This ITIL-based implementation was used as the model for expanding the USAR Service Desk to serve the entire US Army, with a customer base greater than 2 million users.
• Ensured all associated Service Level Agreements (SLAs) were met to adhere to contractual requirements.
• Between 2009 and 2010, tickets closed by Tier 1 and Tier 2 went from ~98,500 to ~130,800 (increase in customer base accounted for growth). 2010 through 2011 saw tickets closed reduced to ~116,000, due to improved communication with the other Directors and external contractors, as well as deeper involvement with the Change Management processes.
• As both Incident Manager and Request Fulfillment Manager, responsible for ensuring Incident and Request tickets were classified and handled according to guidelines.
• Communicated with customer service stakeholders to include partners, sub-contractors, government officials and customers.
• Developed, maintained and monitored the reduction of Service Desk tickets that were 60 days and older. This effort reduced the number of aged tickets by 95+%. Started with 11,000+ tickets which reduced to 174 tickets in 18 months.
• Established and ensured policies and procedures for Tier 1 and 2 technicians were upheld to provide excellent customer service.
• Coordinated continual service improvement (CSI) of policies and procedures in accordance with ITIL principles.
• Reviewed Customer Satisfaction surveys and improved customer satisfaction. Initial year had a score of 4.42 (out of 5, with 1 being poor and 5 being outstanding) which then improved to 4.53.
• Managed day-to-day operations and team of administrators for the USAR implementation of Computer Associates (CA) Unicenter Service Desk application suite.
• Managed problem management department according to ITIL practices.
• Developed and managed standard operating procedures (SOPs) including the validation, updating, and cataloging of those documents.
• Coordinated with all departments, service/application owners, and Subject Matter Experts (SMEs) to develop correct routing for problem/incident areas for tickets generated in the Service Desk application.
• Managed Tier 3 network engineers for the USAR Data Center administering the desktop management and desktop security infrastructure of over 50,000 machines.
• Supervised all projects cradle-to-grave according to ITIL practices, including the architecting of a multi-layered antivirus solution according to DOD requirements and specifications, the development of a single multi-vendor workstation/laptop image for the USAR enterprise, and the remote imaging of workstations over the USAR Wide Area Network (WAN).
• Created and managed technical documentation and organized documentation library for all projects and applications.
• Developed and maintained standard operating procedures as they pertained to Fleet Management operations.
• Coordinated with other department leads and managers to accomplish missions and taskings of the USAR.
• Interfaced with the USAR customer to develop requirements and agreements for projects and infrastructure implementations.

Confidential

Senior Systems Administrator

• Performed Tier 3 administration of Windows 2003 Advanced servers and Exchange 2003 Enterprise servers, encompassing system upgrades, data backups, and system diagnosis and repair.
• Functioned as Team Lead for the Tier 3 Enterprise administrators, responsible for 30 Active Directory 2003 and 35 MS Exchange 2003 servers on the Unclassified (NIPR), Classified (SIPR) and Coalition Forces (RIPR) domains.
• Administered a full CM Suite, a lab for testing configurations and patches prior to installation.
• Provided enterprise-level technical recommendations that were accepted and implemented at the NETCOM level.
• Implemented CAC logon for the NIPR domain, a collaboration with NETCOM to meet an Army-mandated goal.
• Functioned as the test bed, establishing and documenting procedures to attain said goal.
• Coordinated and completed a project to migrate, consolidate, and manage the peninsula-wide (approximately 22,000 users), multi-domain (approximately 400 domains) servers during the transition from Windows NT to AD/Exchange 2003 single-domain platform.
• Integrally supported the installation of security/network patches in a stepped fashion on the Active Directory and Exchange clustered environments on three separate domains (NIPR, SIPR, RIPR).
• Formulated comprehensive training and procedural documentation for other Tier 3 administrators.
• Developed Incident Management, Request Fulfillment and Problem Management ticket handling and routing guidelines for the implementation of the new Enterprise Service Desk. These SOPs addressed multiple tiers and departments, to include Tier 1 troubleshooting and necessary information gathering questions to ensure tickets either get Resolved at the lowest level or escalated to the appropriate group for Resolution.
• Developed and published Tier 0 (self-help) documentation for end-users.
• Directed the investigation and evaluation of the viability of new technological advances for deployment to help meet strategic business goals.

Confidential, Miami, FL

Systems Administrator

• Installed, maintained and upheld the integrity of more than 50 local servers and remote site servers of multi-level security classifications (SIPR and NIPR).
• Built, configured, and maintained numerous servers attached to a 3-TB Storage Area Network (SAN) unit, as well as numerous servers with other forms of shared storage.
• Engineered and migrated to Windows 2000 Advanced Server clusters, with IIS and SQL, to include print servers, attached to SAN.
• As the primary system administrator, performed every aspect of server and user account configuration, network implementation, general maintenance, and documentation.
• Key player in creating and providing Tier 1, Tier 2 and Tier 3 personnel with required documentation and USSOUTHCOM-specific standards, policies, processes and troubleshooting information to perform successfully.
• Completed and implemented system additions and enhancements, and issued technical recommendations to senior management.
• Integrally contributed to the LAN Administration team developing architectural changes to the system infrastructure, to improve performance and more closely adhere to customer requirements.