SUMMARY

• Transformational technology leader with extensive experience directing multiple teams with large, corporate, Technology Departments. A strong record of Organizational Transformations, Outsourcing, Cloud Migrations and Azure Support, improving productivity, innovation, automation, and processes.
• Nineteen years of continuous and increasing responsibility with demonstrated results in Service Delivery, Infrastructure and Operations, Vendor Management, Process Improvement, and Team Building.
• Able to lead major technology implementations, Outsourcing Transformations, and drive value - add service improvements.

PROFESSIONAL EXPERIENCE

Manager of Infrastructure

Confidential

Responsibilities:

• Responsible for Service Delivery of Walgreen’s Level 3 and Level 2 Enterprise IT Operations teams including Azure Cloud (2800 Azure servers), Chef and Cloudbolt Automation, HyperConverge/Converged (Nutanix, HP Converged, Lenovo, EMC VBlock, HPE Superdome), Enterprise Storage, Enterprise Servers (Windows, VMWare, AIX, Solaris, Linux, SUSE), DNS/DHCP, Citrix, and Enterprise Backup Services.
• Direct oversight of Walgreen Operations staff (15) and Vendor Managed Services (58) providing Service Delivery. Management of SLA’s, Governance, Performance, Quality, Dashboards, Change Orders, Incident Tickets, Command Center Calls, Service Restoration, Patching and System Upgrades.
• Led and drove the successful transition of Walgreen’s EIS L2 Operations support from onsite to Offshore Managed Services and assumed leadership of this team (previously managed by 4 separate managers).
• Led and drove the successful transition of Walgreen’s EIS L3 Operations support from onsite offshore to Managed Services and assumed leadership of the L3 Operations support teams (also previously managed by 4 separate managers).
• Further assigned to take ownership and stabilize the End of Life Citrix Farms and also failing and End of Life Corporate DNS farm—two areas of aging technology, past EOL infrastructure, and frequent sources of major outages. Outages went from constant, daily and weekly, to a very rare event.
• Drive initiatives to introduce process improvements (Quality Metrics, Problem Management, ITIL, and Best Practices), automation, dashboards, and repeatable processes.
• Implement Enterprise Monitoring, Dashboards, Proactive Health Checks, CMDB data loading, Change Control, SLA’s, Reporting, Run Books, and System and Process Documentation.
• Remediate, update, and stabilize legacy and End-of-Life infrastructure across multiple OS platforms including firmware, Operating Systems, Patches and Security Updates, Antivirus, Aging Incident Tickets, and Server Migrations. Populate CMDB and define and implement monitoring thresholds.
• Mentor Walgreen and vendor staff providing knowledge, templates, project plans, strategy, and problem approaches..

Delivery Manager

Confidential

Responsibilities:

• Directed Hospira’s outsourced delivery of Managed Infrastructure Services to Hospira’s 24x7 globally dispersed (APAC, EMEA, LATAM, NA) Wintel infrastructure (Citrix, VMware, Active Directory, DNS, MS Exchange, Unix, Storage, Oracle/SQL, AS/400,and Backup), and SAP Infrastructure in a outsourced IT environment utilizing 100% offshore labor.
• Stabilized Operations and drove technology maturity by standardizing processes, implementing standard procedures, proactively identified and addressed potential issues, implemented problem management, established metrics, and executed SLAs and KPIs. Re-energized the progress and momentum of stalled projects by removing barriers, assigning ownership, removing dependencies, and building consensus.
• Saved $1.1 Million yearly while improving uptime by restructuring AS/400 support.
• Developed dashboards and metrics to obtain actionable information for trending and enforcement of SLA’s. Subsequently assigned to provide this same stabilization to all Hospira plants and distribution centers in Global Regional Zones (APAC, EMEA, LATAM, and NA) and to interact with senior business unit executives in order to resolve long standing IT systemic issues. Successfully improved business unit service levels, restored trust and confidence in Hospira Corporate IT, and eliminated issue escalations that were being directly made to the CIO.
• Provided support for major IT initiatives including: Server Consolidation/Virtualization and Refresh, Data Center Relocation, Enterprise SCCM Rollout, and Infrastructure Remediation.
• Stood up a Problem Management team to use trend and ticket analysis to proactively drive down incidents and outages.

Senior Operations Manager

Confidential

Responsibilities:

• Production Engineering, Data Center Operations, Network Infrastructure, Database (Oracle/Informix), Disaster Recovery, Collaborative Messaging, PCLAN, Configuration/Release Management, and Enterprise Architect Teams.
• Three North America Data Centers Operations (Oakbrook IL, LaGrange IL, London, Canada) comprising 1,120 Midrange (AIX, Linux, HP-UX) and Wintel Servers, 16,000 Desktops (15,000 remote), Network Infrastructure, Storage, Application packaging and desktop rollouts, Patch management, BES Servers, Blackberry/IPhone /IPad, Zen Desktops, Citrix farm, Hardware (Desktop, Laptop, and Printer) Certifications, Windows XP to Windows 7 migration, and Configuration guides.
• Implemented and obtained Payment Credit Card Industry (PCI) compliance on servers, workstations, and user account infrastructure for Global Hyatt.
• 53 direct reports including remote, leveraged, and offshore resources.
• Delivered technology services to meet SLA’s in 7/24, high transaction environments by utilizing Reorganization, Offshoring, Best Practices, Performance Metrics, Service Restoration, Business Process Management, Project Management, Capacity Management, and ITIL 3.0.
• Performed strategy and IT assessments of IT architecture, processes, and designs ensuring effective alignment of IT investment with business requirements.
• Major Initiatives included Windows 7 Migration, Active Directory 2008 Migration, MPLS WAN Build out, and Server Consolidation.
• Implemented ITIL 3.0 processes, change management, and standard processes.

Project Portfolio Manager

Confidential, Lisle, IL

Responsibilities:

• Provided portfolio management, project management, and scheduling for Parathon Revenue Management enterprise software implementations. Prioritized, scheduled and tracked ongoing software application development and support staff activities. Customer facing responsibilities included technical and implementation support.
• Established and implemented PMO Office and later assigned management of the Customer Service team.
• Intergraded project management best practices and procedures within Application Development, Information Technology, and Project Management departments.
• Re-engineered resource planning and recovered lost revenue thorough improved processes, detailed time tracking, implementing Microsoft Project Enterprise, and significantly improving T&M estimates.