SUMMARY

• 10 years of managing a Technical Support team in a Virtual Service Desk Environment.
• 16+ years of experience providing global technology solutions for industry leaders in technology outsourcing platform, consumer products, healthcare, and government environments.
• 10 years of global management experience in the Service Desk Environment supporting more TEMPthan 50,000+ users from distribution and military environment.
• 8+ years as Stake Holder for Change Management, Major Incident Management, and Problem Management
• Proven success in turning at - risk account(s) and driving double-digit improvement % in servicing level and customer satisfaction reports as part of the continuous improvement process.
• Excellent communicator, self-motivated, responsible and tenacious
• Responsible for 24-hour customer service hotline for the production, distribution and government clients, visionary wif proven ability to inspire individuals to work toward common goals and accomplish desired results

TECHNICAL SKILLS:

Software: Microsoft Office 2010/13/16/365; Word, Excel, Power-Point; Access; Outlook, Project; Desk Top Publisher; Lotus Notes R4 & R5; Google Mail, Google Docs, Adobe Flash Player, Adobe Acrobat 11.0; Print Shop; Norton Anti-Virus; McAfee Virus Scan; Schedule Plus; Eudora Pro; NT 4.0; Kodak Scanner; Visio Solution, Internet Explorer 8 - 11, WinZip, 7Zip, OKTA, Salesforce

Hardware: Lenovo, Dell, HP, Scanners, Copiers; Printers; CPUs; Laptops; Blackberry; IOS devices, Android Devices;

OS: Windows NT 4.0/95/98/XP/Vista/Windows 7/8/10

NT Application: BMC Remedy Sales Force; Clarify; Apropos; Heat; Foot-Prints; NetMeeting; Ultra VNC Viewer; SMS Remote;

NT Experience: Exchange Server 2003/2008/2010; Active Directory for 2003/2008 Servers; (BES) BlackBerry Enterprise Server 4.1 & 5.0, SCCM, SharePoint; MDM Remote Console; AirWatch & MobileIron MDM, InTune, TCP/IP, LAN; WAN; TCS; DNS/DHCP

Mainframe: TSO, CICS, UNIX, IBM iSeries (ERP), SAP

PROFESSIONAL EXPERIENCE

Confidential

Global Project Lead/Knowledge Manager/SDM

Responsibilities:

• Project Lead for Incident Management, Problem Management and Coordinator of Knowledge Management.
• Manage the Incident Managers to ensure all SLA, ETA and RCAs are communicated and executed wifin the agreed SOW.
• Active DST and Email Communication protocol
• Deliver weekly, monthly & quarterly reports on all MIMs and present to the fellow stake-holders
• Ensure each tower heads are aware of any process changes dat may effect daily production.
• Work very closely wif the Change & Problem Management team on any Route Cause Analysis to help launch any new SOP and/or KBAs for the Service Support team.
• The ability to revamp and improve the foundation of the Service Desk Metric wifin 4 months from below average to achieve our SLA in the following areas where nothing was in place.:
• The speed of Desk Contacts Response to Service - SOW SLA 85%
• (FCR) First Contact Resolution (Resolvable/All Contacts Resolvable) - SOW SLA 77%
• End User Customer Satisfaction Average - SOW SLA 4.5
• Priority-Based Support Resolution - SOW SLA 75%
• Implement new ticketing system and coordinated wif Associate Queue Manager (ServiceNow) to ensure any assign tickets assign to the staff accordingly, create, and implement correct ticketing health according to the Statement of Work (SOW) and Standard Operation Procedures (SOP).
• Outline a clear State Implementation Plan (SIP) and the Continuous Improvement Process (CIP) provided to the stakeholders
• Ensure the leads perform OLA (Operation Level Agreement) - Performance Audit on technicians and leads weekly and monthly for internal performance/awards.
• Provide clients, stakeholders wif all internal metric to forecast performance improvement for any additional improvements, training, and growth
• Determine RLS (Resource Load Schedule) based on the current structure, operation and budget planned activities and preset milestone
• ServiceNow/SharePoint Liasion for CAB/UAT Tower Lead Administrator for the Service Desk Manager, Administrators, Engineers and local IT Managers for country offices
• Coordinate wif the department heads to ensure dat all SOPs and Run-Books are part of the Knowledge Management and part of the KB Articles, stored in a central depository like SharePoint, ServiceNow Ticketing Tool under the KM module.
• Prepare the cross-training and ensure it includes cross-department training for any new processes according to any changes to an SOP and/or Run-Book. Including any changes to the ServiceNow Tool, which would effect the end-user experience.
• Coordinate wif ServiceNow Administrators of any new process dat will change how the tool will behave concerning SLA, Metric, Trends, response time, AHT, resolutions wifin the following modules:
• Incident, Service Catalogue, CMDB, Problem as well as Service Portfolio/Project Portfolio for any financial functions/tracking
• As part of (BPKM) Best practices noledge Management I ensure dat the Service Management structure includes noledge center support approach dat includes utilizing noledge base to its full extent, stored in the Ticketing Tool, SNOW.
• 365 & Windows 10 Implementation, and creating an outline for the Service Desk, IT Managers, Desktop Support to handle the new responsibility as part of the shift left noledge sharing to include noledge to less experience front office colleagues, which will help them answer more difficult computer facing questions. Better non as a KBA or Runbook
• Coordinate wif Operation Manage and User Advocacy Director on all aspects of peer verification and quality assurance of created test plans, test cases/scenarios, and training documents. Inform the client of best practices concerning the priority of Assigned Queue and Tech to Customer Ratio. Oversee during multiple contract extensions to ensure success.

Confidential

Project Lead Manager/Knowledge Manager

Responsibilities:

• Project Lead for Incident Management, Change Management and Problem Management and Coordinator of Knowledge Management.
• The ability to improve the Service Desk Metric wifin 4 months from below average to achieve our SLA in the following areas:
• The speed of Desk Contacts Response to Service - SOW SLA 90% - Achieved 96%
• (FCR) First Contact Resolution (Resolvable/All Contacts Resolvable) - SOW SLA 90% - Achieved 94%
• End User Customer Satisfaction Average - SOW SLA 4.5 - Achieved 4.7
• Priority-Based Support Resolution - SOW SLA 95% - Achieved 100%
• Complexity-Based Application Packing - SOW SLA 95% - Achieved 100%
• ACD Abandon Rate - SOW SLA <5.00% - Achieved 2%
• Monitor ticket queue, assign tickets to staff accordingly, create, and implement correct ticketing health according to the Statement of Work (SOW) and Standard Operation Procedures (SOP).
• Ensure a clear State Implementation Plan (SIP) and the Continuous Improvement Process (CIP) provided to the stakeholders
• Ensure the leads perform OLA (Operation Level Agreement) - Performance Audit on technicians and leads weekly and monthly for internal performance/awards.
• Provide clients, stakeholders wif all internal metric to forecast performance improvement for any additional improvements, training, and growth
• Determine RLS (Resource Load Schedule) based on the current structure, operation and budget planned activities and preset milestone
• Implementation of ACD/IVR/CTI call flow, call routing, call prompts, announcements, and scripts. Including working wif the vendor to determine TFN ownership and transfer of ownership, creation, and launch of international call functionality if required.
• Provide clients/stakeholders on any projection of a project wif a visual representation of how available projectresourcesallocated to scheduled activities
• ServiceNow CAB/UAT Tower Lead Administrator for the Service Desk, End User Support, End User Computing, and Field Support.
• Coordinate wif the department heads to ensure dat all SOPs and Run-Books are part of the Knowledge Management and part of the KB Articles, stored in a central depository like SharePoint, ServiceNow Ticketing Tool under the KM module.
• Prepare the cross-training and ensure it includes cross-department training for any new processes according to any changes to an SOP and/or Run-Book. Include any changes to the ServiceNow Tool, which would effect the end-user experience.
• Coordinate wif SNOW Administrators of any new process dat will change how the tool will behave concerning SLA, Metric, Trends, response time, AHT, resolutions wifin the following modules:
• Incident, Service Catalogue, CMDB, Problem as well as Service Portfolio/Project Portfolio for any financial functions/tracking
• Ensure dat all Tower-Leads are part of any Change Management (UAT) wifin ServiceNow to ensure quality and reduce any risk to SLAs before changes moved to DEV/PROD
• Coordinated wif the QA Team wif the development process and maintain the current and/or new products, dis would include any existing products and/or vendor/3rd Party operating system and devices.
• Ensure dat BPKM was utilized as a part of the ITIL for noledge management.
• Including any documentation required to assist the user/customer to a resolution non as KBA or Runbook stored in a central repository ticketing system (SNOW) wif a retention period to ensure all documentation is consistently updated or retired when the business no longer uses the service or application.
• Manage all aspects of peer verification and quality assurance of created test plans, test cases/scenarios, and training documents. Inform the client of best practices concerning the priority of Assigned Queue and Tech to Customer Ratio. Oversee during multiple contract extensions to ensure the success

Confidential

Global Service Desk Manager

Responsibilities:

• Manage all aspects of peer verification and quality assurance of created test plans, test cases/scenarios, and training documents. Inform the client of best practices concerning the priority of Assigned Queue and Tech to Customer Ratio. Oversee during multiple contract extensions to ensure the success of all deliverable globally. Monitor the Call Handle Rate, First Call Resolution Rate, Abandonment Percentage, and Customer Satisfaction.
• Manage relationships and (POC) point of contact for all external technical support and vendors
• Supervise the network administrators dat configure and maintain the back-end and front-end systems, as well as LAN and WAN connection at remote sites.
• Created new bonus metrics for Tier 2/3 and onsite field engineers; dat align wif customer service standards for Call Handle Rate, First Call Resolution Rate, Abandonment Percentage, and Customer Satisfaction.
• Actively coach staff during the day-to-day interactions wif customer calls and requests — coach staff on managing issues including how to prioritize and when to escalate.
• They have slashed turnaround time for incident and SRs by as much as two ½ months by introducing incidents ticketing process and tracking/documenting on recurring technical issues.
• Confirmed deliverable and costs every month and provide information to upper management.
• Improved the deployment and delivery process by 40% for the production floor and any new hires equipment wif 48 hours noticed.

Confidential Atlanta GA

Help Desk Manager

Responsibilities:

• Managed relationships wif serve as a liaison wif external technical support and vendors
• AHT, (FCR) First Call Resolution Rate, (FCR) First Contact Resolution, Abandonment Percentage and (CSAT) Customer Satisfaction.
• Actively coach staff during the day-to-day interactions wif customer calls and requests. Coach staff on how to manage issues including prioritizing; when to escalate events to other assignment groups. They have slashed turnaround time for helpdesk support issues by as much as two weeks by introducing work order ticketing process and tracking/documenting recurring technology issues.
• Ensured dat the Service Level Agreements (SLAs), measurement methodology, performance levels are TEMPeffective and productive and provide a weekly analysis to upper management and the client.
• In just six months, propelled customer satisfaction scores by 16 points from 64% to 84% months (highest scores in account history) and reversed failing account performing from 15% below target to exceeding the target.

Confidential VA

Help Desk Manager (Independent Consultant)

Responsibilities:

• Confirm deliverable and costs every month and provide information to upper management.
• Coordinate project activities as they relate to the help desk staff.
• Coordinate the installation and updating of software, as well as the setup and troubleshooting of all equipment.
• Monitor ticket queue, assign tickets to staff accordingly, create, and implement correct ticketing health according to the Statement of Work (SOW) and Standard Operation Procedures (SOP).

Confidential, VA

ITIO Helpdesk/Desktop Support Manager

Responsibilities:

• 80% of first-line defense calls are handled via virtual support using SMS Remote/NetMeeting Services. Remotes clients are supported by remote tool PC Anywhere.
• Hosted weekly status calls wif the customers to go over any outstanding issues concerning any change management projects.
• Actively coached staff during the day-to-day interactions wif customer calls and request — coach staff on managing issues including how to prioritize and when to escalate for over 20,000 end-users.

Comsys Rockville, MD

Operations Manager

Responsibilities:

• Responsible for reviewing staff skill levels, as well as to conduct training and review ongoing noledge of the customer service processes wifin an ITIL structure for 30,000 end-users.
• Responsible for millions of dollars of the client’s computer equipment and software, which includes purchasing & evaluating software and hardware equipment. Managed technical support teams and create project schedules.
• Supervised an SD and Desktop Support team using the ITIL platform for the USMC DOD.
• I have created the test plans, test cases/scenarios and training documents for software upgrades, new implementations/integration of software or services.
• Supported and managed application implementation for 20,000 end-users and growing inside a virtual environment.
• Develop a training plan and training outlines dat supported the introduction of the system/equipment or modification and upgrades.
• Improved the first call resolution by 60% wifin the first quarter for MS troubleshoot through the call center by creating operation procedures and noledge wif our internal website.
• Lower our call value for new software installation by coordinating and providing one-on-one desk-side coaching to customers on required software deployed on their network.