CAREER MILESTONES

FOR FISERV:

• The Executive VP and Principle Architect for a critical, industry innovating, technical cutting edge, three year, 260 million dollar, Large Scope IT Capital Project. This project, designed from inception as a Lifecycle Quality Process Improvement capital project, is EVI driven and IEC- ISO 20K accredited, and operated using COBIT Infrastructure and ITIL best practices, and will be totally metrics managed using LEAN Methodology, Six Sigma principles, for its cost effective continual Quality Improvement based operation. Phase Concurrent Construction using Vendor Governance initiatives at the General Contractor level down will provide intense quality scrutiny. Due to its massive reduction of carbon footprint and energy consumption, it is anticipated to be an EPA Clean Energy Award Winning Capital Improvement. This project will be a concurrent four phase initiative, globally executed using the PMI Project Management Methodology to also serve as a future real world academic model in the PMI College of Performance Management for Large Scope capital initiatives. The plan's Charter calls for consolidation of 59 globally dispersed production data centers down to two, newly constructed, state of the art, DR Certified, super energy efficient, IEC category 4.1a data centers located on the same continent. This project is expected to employ roughly 800 workers in its completion.
• Developed the design for Executive Leadership's approved plan of execution to meet two year mandated goal to reduce total annualized operating costs by a net 22 million dollars to be ran by my team and I.
• Designer of a new Infrastructure Process for a new Data Center Operation methodology focused around the On-Boarding Process for technology and human capital, with CMMI standards of integrating Enterprise wide monitoring tools and Data Center Standards for environmental, operational, and procedural controls. Developed and maintained infrastructure and resource cost estimates. Integrated MVS and System-i Mainframe Data Centers.
• Designed the new best shoring operations cost model for our five year strategic plan comparing cost benefits to ROI along with all available alternatives to straight Third-World colocation and operations work offshoring for reducing overall administrative costs associated with associate headcount. I designed my organizational model for Enterprise Operations Management to align with ITIL, CMMI, and COBIT Best Practices, and created a highly visible, centralized, single focus Event High Severity Incident Management Escalation and Communication Process Execution Team with the Authority to resolve adverse events at first contact whenever possible.
• Provide day to day leadership in steering projects toward defined standard infrastructure solutions, platforms and best practices. Developed and operationalized a Process Engineering and Architecture Group for Operations Management to align our ITIL Process Architects, ITIL Process Owners, ITIL Process Executors, and Service Delivery Managers by combining ITILv3 and CMMI-SVC standards into our Best Practice Operational Blueprint .
• Executive Leader for all Infrastructure server administration and workstation engineering/deployment using Configuration Management and a highly supported, high priority asset a fully robust CMDB and accompanying design discovery tools.
• Using CMMI and Six-Sigma standards I maintain cost center budgetary responsibility for the IT Operations Vertical along with Asset Management and Tech Refresh schedules adhering to company standards for procurement, payment, asset identification and deployment validation.
• Established the first Enterprise ITIL Availability Management Practice which brought full industry metrics, KPI's, measures, definitions, and reporting to augment what few current in-place processes and measures were available. Established an Enterprise-Wide, on-demand, user-friendly, easy to navigate, customizable, automated reporting system along with badly needed meaningful, transparent, and actionable metrics to provide the end to end view of accountability stake-holders for our IT Availability targets by providing this readily available and useful repository of critical information for all Fiserv Enterprise infrastructure systems to both IT and the Business Unit customers supported by Fiserv Enterprise IT areas.

FOR WELLPOINT HEALTH NETWORKS:

• ITIL Management Cost Savings: Recorded an 13.9 million dollar administrative cost savings over 6 years of Business Process Management BPM ITIL Program Management, and Quality Management process design expertise leveraging process analytics and BPM tool suites such as Appian together with COBIT, LEAN, CMMI, Prince2, Agile, and Six-Sigma methodologies. Other examples of multiple, concurrent, and/or overlapping, high dollar value, Enterprise-level Infrastructure and Process Quality Projects I have successfully managed from inception under my leadership using PMI practice standards and methodology include:
• Enterprise Mainframe Batch Standardization: As the Enterprise Mainframe Computing Manager additionally responsible for Change Management, my largest single LEAN Six-Sigma project resulted from my analysis of trending data and required a politically and technically complex project for the standardization and elimination of multiple work-flows and method choices available to resolve mainframe batch program ABENDS in our Production Mainframe Environments. Successful conclusion of this project delivered immediate results. The concluding IT audit confirmed a 93 decrease in the total number of company-wide Emergency Changes, a 38 total reduction in overall Mainframe Batch ABENDS, and a reduction in annual administrative costs of 1.889 million U.S. dollars. The combined realized benefits from this project alone produced an immediate and on-going annualized cost savings of more than 6.42 million U.S. dollars. This project made the CMMI-SVC Best Project List.
• Project Lead and Primary Architect for very large multi-disciplinary Enterprise Management Tool upgrades HP ServiceCenter 5.1 to ServiceCenter 6.2 followed two years later by a large scale complex conversion/upgrade to ChangeMan 8.1
• Re-engineered Change Release Management: Using PMI, Agile, and COBIT foundations in conjunction with Six-Sigma base lining I designed new process alignments to provide insight into Changes created to support large Releases. This successfully drove down our Change Related Incidents CRI's in the first year by just over 15 . Strategy included successful deployment of BPM and BP design along with strong Knowledge Management experience by using SharePoint and Appian among our primary toolsets.
• The Enterprise Change Management Risk Matrix Tool: As part of an overall Business Process Management or BPM initiative within IT Service Delivery, designed, deployed and implemented enterprise universal-use Change Risk Assessment Matrix Tool and web-based, real-time, data portals for on-demand provision of 24/7 Change Management data covering current Change activities as well as historical data, automated Calendars tracking Changes by date and system and provided multiple data views and drill downs on Changes by priority, urgency, system, requestor, and date.
• Vendor Governance Contract Management: Recovered 25.1 million dollars from 6 years on annual vendor contracts valued at 56.4 million dollars annually totaling 338.4 million U.S. dollars over the same period. Largest area of cost recovery was Mainframe Operations and Circuits.
• Root Cause Investigations: Conducted over 850 successful Root Cause Analysis RCA Investigations, which included over 375 Facilitated Root Cause Sessions, and 210 Major Problem Reviews for complex distributed environment high severity outages with a total combined dollar cost to the company of 3.9MILLION U.S. DOLLARS. Successful efforts in identification of true Root Cause resulted in preventing recurrence by over 78 netting additional annualized dollar savings of 4.35 million dollars.
• ITIL Programs Technical Teams Integration: By expert application of Business Process Management, streamlined and combined efforts of the entire Enterprise ITIL technical and service design and delivery teams. Use of Appian toolsets allowed for further reduction in administrative costs. When combined with the accuracy provided by CMDB Inventory implementation, Distributed Availability Cost-Modeling, targeted Capacity Planning, a company-wide annualized net cost savings of 4.47 million dollars resulted.
• AT BLUE CROSS AND BLUE SHIELD OF MAINE:
• A Massive Call Center Technology Upgrade: I re-designed existing customer call center processes, procedures, and work-flows, creating new standards and metrics to measure progress and success. I developed methodologies for real time evaluation of call volumes followed by implementing methods and new industry technology allowing for changing call routing of in-bound calls in real-time. By using skill based call routing and better techniques for forecasting staffing of call center agents to match now data driven business needs of the Call Center, I ensured accurate staff scheduling. This resulted in an immediate savings of 720,000 dollars in the first year alone, while providing consistently better staffing coverage with major decreases in customer wait times in our AHT Average Hold Time and our ACR Abandoned Call Rate .

HANDS ON DAILY OPERATIONS EXPERIENCE

Confidential

Enterprise Operations Management

• Executive in charge of all Enterprise Technology Operations including Data Centers for Mainframe, Midrange, and Wintel computing.
• Leader of the Operations Management Organization in the pursuit of excellence in Enterprise Service Delivery.
• Teams under my Leadership include all ITIL Operational areas: Availability, Incident, Problem, Change, Release, Asset, Capacity, and Configuration Management, along with all process architects and tool administrators for BMC Remedy, Atrium, and all Enterprise-level monitoring tools and tool suites for total Event Management of issues which arise within the entire IT foot print.
• Roughly 1300 associates worldwide are part of my organization. My Senior Leadership Team of reports comprises 3 Staff VP's, 1 AVP, 4 Executive Directors, and 2 line-level Directors. I deliberately chose to limit my number of immediate direct reports and delegate authority to better assist in my mentorship and growth of the next line of Executive Leadership and to foster and guide their careers.
• Provide strategy and leadership for Service Continuity and Disaster Recovery, along with Knowledge Management by providing and utilizing web portals, dashboards, and SharePoint, and Appian BPM tools. Worked for seamless integration of our MVS and
• Lead the BPM and ITIL/ITSM process design efforts and tools along with the weights, measures, and metrics, to accurately calculate Enterprise Service Delivery performance, additionally responsible for providing all staff training for these mission critical areas and tool-sets.
• The Senior Leader for providing Executive Governance and sponsorship for major Strategic IT Projects and Vendor Governance across the whole Enterprise footprint. Provide Leadership and Executive oversight for all IT Operational and Data Integrity Audits for Mainframe computing, and Mid-Range and Wintel Production Data Center environments.
• Manage project risks and issues related to my functional enterprise role.

Confidential

- ITIL Service Management Delivery, Risk Mitigation Compliance

• Agent of Change, LEAN Leader, Chief Enterprise Architect, and Six-Sigma Champion Executive responsible for ensuring superior IT Service Delivery for our customers and providing high standards for Quality and Compliance Programs throughout a 44,000 associate, Fortune 30 brand leading Health Insurer. Successful Leader of both single report and matrixed teams of system design engineers, system build engineers, infrastructure technologists, and Mainframe computing engineers and operators for delivery of significant infrastructure change in a large-scale enterprise environment with very large reliance on Mainframe MVS, Mid-Range AIX, and Wintel Data Centers.
• Mentored, coached, evaluated, managed, developed, and nurtured the professional growth of my associate reports and provided their performance appraisals. The ability to learn, develop, foster, and utilize, effective, matrixed, cross-organization relationships was a critical key factor in my overall success. Data Center Operators received unique cross training in Mainframe and Mid-Range Operations.
• Managed a team of over 70 Process Owners, Architects, Infrastructure Specialists, Service Delivery Managers, Crisis Center Support Staff, plus an additional 125 Staff and Contractors within company data centers, and vendor Mainframe Operations Centers enabling 24/7 Enterprise Level IT operations based on ITIL and LEAN processes frameworks across a highly complex distributed Enterprise IT footprint.
• Process areas of expertise and executive responsibility: Mainframe Job Scheduling for Batch and Releases, Risk Mitigation, Compliance, Incident, Problem, Change, Release, Capacity, Configuration, Availability Management, Service Level Management, Vendor Management, Business Process Management, and IT Governance and Audit.
• Design Architect for the Enterprise High Severity Incident Management Process and associated workflows which included the formation and critical training of a 24/7- 365 NOC Command Center Operations Team staffed with ITIL certified Incident and Event Managers who were the official initiators of an escalated Severity 3 Incident into an outage level event which would then immediately activate the High Severity Process by the rapid formation of a bridge line SWAT call where they had authority to summon any associate in the company who was considered an asset in the rapid restoration of the interrupted service to the customer. As the executive owner of the team and processes I was frequently engaged to provide Leadership on the SWAT calls as an expediter of resolution and arbiter of Incident ownership as needed, and to ensure that the Communications Team was issuing the correct information at the agreed intervals.
• Provided expert accountable leadership, strategic direction, and operational guidance for the best usage of our Enterprise IT contact and process work flow tools and team members. Critical support teams reporting to me included the Enterprise Operational Readiness Team. Their duties included the ownership and accountability for system on-boarding and the design and key input of all new Enterprise applications and hardware systems into ServiceCenter. Tight reporting requirements necessitated usage of a predetermined nomenclature and taxonomy for the purpose of creating tool tracking labels such as the SCIMS in HP's ServiceCenter. Additionally, Operational Readiness on-boarding of Enterprise applications and hardware included the addition of pertinent information about the application or system owner, its Availability schedule, maintenance and service windows, run book information, and on-call schedule and contact list for providing after hours coverage should an outage level event occur.
• Provided Enterprise level management for High Severity Incident Management and Availability planning for mission critical Enterprise shared and distributed applications as well as highly expert management of Production Data Center Environments.
• Served as the key subject matter expert SME and concept contributor in the creation, development, and deployment of original and technically complex Availability reporting methods for both Mainframe and conventional Data Center applications based on data available in ServiceCenter. Implemented measures and metrics for the measuring of the End to End, Total , Impact and Absolute forms of Availability measures for the Enterprise mission critical applications and systems.
• Designed ground breaking and highly precise and very accurate cost models for capturing the full total cost of outage level Incidents including costs associated with lost production, and other tangible and intangible adverse effects.
• Determined Change Management metrics, reporting methods, and process improvement system and directed the activities of the twice-weekly the Enterprise Change Advisory Board CAB , and twice-monthly Change and Problem review of all Change Related Incidents CRI's and Failed Changes for that time period.
• Managed the Mainframe Computing Centers and provided managerial oversight for Mainframe Batch Workload Processing and Special Jobs Scheduling using the ChangeMan application in the MVS operating environment for our extremely high volume of Mainframe Batch Processing and Critical Path scheduling required to avoid Batch Over-runs caused by Human Error and to implement the Batch file fixes realized from the lessons learned sessions held twice monthly.
• Within the Problem Management ITIL Discipline supervised and/or personally performed more than 850 Root Cause Analysis Investigations, over 375 Facilitated Root Cause Sessions, and 210 Major Problem Reviews for the most complex of our high severity outages with a total combined cost to WellPoint of 4.9 million dollars.
• Lead successful efforts in identification of true Root Cause resulted in their prevention of recurrence which netted an additional real dollar annualized savings of 3.35 million dollars. Served as the primary Management Lead between major IT Vendors IBM, Verizon, Evidant, ACS, APAC, etc. and provided Stability Analysis Support for all ITIL related functions. Served as an Executive Level Business Analyst, Executive Process Architect, Expert Root Cause Practitioner, and Executive Project Sponsor as needed for major impact events or high dollar cost technology initiatives.
• Designed and deployed an easy to follow multi-layered distributed work model for the deployment and saturation of our Problem Management process addressing concerns of resource scalability. Author of the formal training and indoctrination process for properly education of new IT hires prior to allowing tool access for RCA work.
• Design Architect of three completely new working functional Availability Management calculation formulas to increase accuracy in response to customer feedback. These were used when needed to derive specific purpose metrics across a highly complex distributed Enterprise. They have since been adopted by several of my colleagues in other industry sectors. They are known as Distributed , Impact , and Functional Availability Models.
• Confidential
• Director, Call Center Operations Forecasting
• Managed day to day skill based call routing for our Customer Service Centers with 4 state-wide sites and approximately 340 front-line phone associates and support staff. Supervised the administration and installation of a custom MVS Mainframe application for claims data integration with customer billing and enrollment historical data.
• Provided Executive support for multi-state Member and Provider Customer Service operations areas with data analysis, process recommendations, schedules, and real-time business operations status feedback.
• Evaluated and created custom blends of KPIs and Metric mixes to simplify reporting and improve Call Center productivity. I utilized Business Process Management BPM , Business Process Enablement BPE , Business Process Analysis BPA , and Work Force Management WFM theories, concepts, strategies, and staffing models.

Confidential

• Executive Manager, State-Wide Broadband LAN Engineering for Construction Engineering Divisions, Maine
• Engineering Management Leader for Verizon's Network Infrastructure Architecture Operations efforts for Construction and Engineering Divisions in the State of Maine. Leadership accountability for Mainframe Data Center activity, workloads, scheduling, and staffing.
• Managed five highly technologically complex, state of the art, Telecom and broadband communications and customer service Data Centers throughout the State of Maine.
• Directed all internal LAN-WAN Management production, Incident, Problem, Change, Capacity, and Asset Management activities, and supervised the upgrade installation of our Mainframe Operating System and its offsite Disaster Recovery Data Storage and Backup Facilities state-wide within the Construction and Engineering Divisions.
• Supervised the Customer Services Provisioning and Billing Call Center technology architectural and service strategies for their planning, deployments and upgrades culminating in the successful contract agreement to outsource Verizon's landline business Customer Service Operations in Maine to Amdocs in February 2002. Managed a Mainframe O/S environment reduction of 3 LPARS in total Batch volume.
• Managed the IT Support function and its diverse senior team consisting of company associates, contractors, and consultancy specialists within the State of Maine Construction and Engineering Divisions. Supervised the 24/7 operation of the State's only critical Mainframe Computing Center for Verizon Communications of Maine's Customer Service, Billing, Provisioning, and Engineering Data warehouse.
• Responsible for producing and managing to the annualized capital budget for this mission which grew along with the scope and size of operations from 24 million dollars over five years to 58 million. This challenging operational, regulatory, and unionized work environment pushed team resources and capabilities to an extreme limit requiring a Business Process Management approach to workflows and a push for standard methodologies for best practices.
• BUSINESS ANALYSIS/ BUSINESS PROCESS MANAGEMENT BPM /PROJECT RISK MANAGEMENT:
• IIBA Master of Advanced Business and Financial Analysis
• PMI-PMP Project Management Professional PMI-RMP Risk Management Professional
• ICCA Certified Risk Mitigation Professional ITGG Certified Compliance Professional
• ACD Appian Certified Designer BPMS - Business Process Management System Practitioner
• QUALITY IMPROVEMENT/ IT SERVICE DELIVERY IMPROVEMENT:
• LEAN Master II Practitioner
• Six-Sigma Master Black Belt Six-Sigma Champion
• Certified ScrumMaster ICAgile Certified Professional AGILE Methodology
• ISO/IEC 20000 Level III Service Management Analyst ISO/IEC 20000 Level IV IT Service Management Architect
• Certified Master Apollo Root Cause Facilitator Certified Master Apollo Major Problem Review Facilitator
• COBIT Foundations Certification CMMI-SVC Practitioner ICMI Certified Master Call Center Manager
• ENTERPRISE IT INFRASTRUCTURE AND OPERATIONS:
• iCMF ISO IEC Master Enterprise Architect
• ICCP Certified Master Computing Professional ICCP Certified Master Information Systems Analyst
• ICCP Certified Business Intelligence Professional ICCA Certified Master IT Consultant
• Microsoft Certified Systems Engineer MCSE-II Microsoft Certified Systems Administrator MCSA
• IAM - INFOSEC Assessment Methodology AIT - Associate in Information Technology
• ISSEP - Information System Security Engineering Professional SSCLP - Certified Secure Software Lifecycle Professional
• CBCP - Certified Business Continuity Professional GHSC - GIAC HIPAA Security Implementation
• CDCM - Certified Data Center Manager HDM - Certified Help Desk Manager
• ENTERPRISE EXECUTIVE MANAGEMENT:
• ICCP Certified Master Management Professional
• CIAC Certified Enterprise Senior Executive CIAC Certified Strategic Leader CIAC Certified Visionary Strategist
• CIAC Certified Performance Evaluator Certified Situational Leadership II Trainer
• IN SUMMARY:
• After 18 years of leading Enterprise initiatives to optimize systems, quality, processes, and infrastructure and developing Leadership know-how to drive the quality improvement of IT operations, my experience and accomplishments serve as a roadmap in the evolution of IT Service Delivery. A strong supporter of knowledge diversification and knowledge accountability at all levels requires that I constantly seek new knowledge to better manage and Lead organizations with more insight in a turbulent marketplace. Diverse certifications create open minds to methods and active members of our global IT community. I now speak as one of many voices of authority to many views and many needs as a LEAN Master Practitioner, Six Sigma Master Black Belt, PMP, RMP, Master Enterprise Architect, Strategic Leader and Visionary, and so many others, including my recent ITILv3 Master Practitioner - the IT Best Practices Capstone . As one of only 9 senior IT Professionals in the entire world to be recognized by this certification as a holder of working expertise in ITIL Service Delivery and Quality Methods for IT best practice, I can be a mentor to ITIL Masters of tomorrow, while providing an example to follow by the achievement of high goals using just one's own will and efforts.