Evaluated Customer Care call center to determine areas for optimization.  Conducted extensive interviews and observations of call center management and staff to determine concerns and issues.  Worked with management to rank areas of concern and recommended solutions based on ease of implementation and best value to the business.

Managed Tier 1 (highest) and Tier 2 internal infrastructure projects. Worked with multi-national teams to implement solutions and ensure that high quality standards are maintained at all times.

Solutions included all aspects of infrastructure including: LAN room and network design, application, server and database moves and analog / digital phone to VOIP conversions. Mitigated PCI Compliance issues and implemented short and long term solutions to meet audit requirements.

Assisted PMO leadership with management of all infrastructure projects within the organization.

Selected Projects

Project: Relocate Canada Headquarters (Budget: $750K; Methodology: PMLC/Waterfall): Transitioned all IT assets (server and network resources, AV & PCs/Macs) from old facility to custom-built office space. Built datacenter within new facility with appropriate cooling, electrical and space requirements for all equipment, allowing for future growth.  Migrated (VEAMed) virtual servers between facilities and migrated physical servers to VMs.  Converted existing Panasonic digital system to Cisco VOIP solution for new facility and a separate distribution center. Coordinated multiple line deliveries with long lead times to meet aggressive timeline.

Results: Transitioned facility to new location within time, budget and scope.

Project: Call Center Transition (Budget: $140K; Methodology: PMLC/Waterfall): Migrated from external provider to in-house call center. Assisted staff in rerouting of calls and communication to all regarding changes and new support numbers.

Results: Eliminated costly fees to external service provider and toll-free number (center services internal staff only). Project was delivered on time and significantly below budget.

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Project: PCI Compliance for Call Centers (Budget: $90K; Methodology: Waterfall): Ensured that all items on previous year's PCI audit were addressed and mitigated. Short term solution involved use of thin clients to eliminate handling of protected information (credit card and cardholder info) by call center staff. Long term solution involves use of phone tokenization to allow customers to provide their card information via phone without call center staff's intervention, removing PCI compliance risks from call center staff.

Results: Short term solution was implemented in four months, avoiding potentially large fines by credit card processor and clearing PCI Audit.

Manage native iOS app and mobile web projects for major retailers. Work with product and engineering solutions teams to launch high-visibility omnichannel and multichannel solutions including mobile and digital projects for Fortune 500 and Internet Retailer Top 500 brands.

Serve as primary contact to designated customers for major retail events including Black Friday and Cyber Monday.

Serve as a point of escalation for all customer requests and technical issues for in-flight projects. Conduct daily status meetings with customers and upper management to manage expectations and communicate project progress.

Assist the sales team with responses to RFPs and Project Proposals by providing technical analysis of proposed projects and Level of Effort estimates. Create technical requirements with architectural guidance using company's platforms and solutions. Manage and maintain SOWs from approval through project delivery and invoicing.

Develop dashboard and Agile boards in Jira to provide instant metrics for upper management and customers.  Prepare daily and weekly project status and ticket resolution reports.  Develop project charters, statements of work (SOW), project and sprint schedules.

Conduct daily sprint standup meetings with on-shore and off-shore engineering teams to ensure projects are kept on track and proactively help clear any potential roadblocks.​

Triage all technical projects and technical Change Requests.  

Selected Projects

Project: Major Retailer - Initial iOS App Development (Budget: $3M; Methodology: Agile/Waterfall Hybrid):

Planned and executed design and delivery of company's first native iOS application. Reset relationship with client, aligned offshore and onshore development and QA resources to focus efforts and reconfigured Jira environment to meet customer needs.

Results: App launched on 09-15-2015 with no significant bugs reported.

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Project: Fortune 500 Retailer - Website Platform Conversion for Multiple Brands (Budget: $5M+; Methodology: Agile/Waterfall).  Work with 15+ vendors to integrate APIs into new platform for multiple, Fortune 500 websites.

Results: Project is on time and below budget with an expected completion date of July 2016.

Developed and managed the project portfolio for Dedicated WorkGroup (DWG) installations (custom disaster recovery facilities for customer staff) across 34 North American facilities in Canada, Mexico and the USA.

Managed a portfolio of 10-15 active projects at any given time. Projects included cloud-based backup recovery solutions incorporating Amazon and Rackspace hosting (dependent on client's needs), private, custom-built disaster recovery rooms for key personnel and business continuity solution hosting for line-of-business (LOB) applications.

Conducted pre-sales needs assessments with prospective and current customers and Account Executives. Prepared Cisco switch proposals for VOIP and data needs of customers, reflecting required port counts and allowing for future growth. Reviewed resulting “sales pipeline” weekly to determine likelihood that prospects would ultimately be converted to customers. Reviewed customer needs with Product Management and Facility Engineering groups to determine appropriate requirements and cost. Proposed appropriate language with Legal group for all assigned contracts and reviewed final contract prior to submission to client.

Provided complete lifecycle of project management from pre-sales specifications to room requirement implementation to decommission of all assets at contract end.

Led weekly meetings with customers to ensure that customers' business requirements, documented in customer interviews and specified in the contract, were implemented to customers' complete satisfaction.

Managed the update and refresh of equipment and DWG room specifications, based on additional requirements, as part of contract renewal process. Upon contract completion, decommissioned all assets and circuits in preparation of room for resale to a new customer.

Designed and managed the build-out of customer data centers, IDFs and custom floor-space to accommodate servers, enclosures/racks, routing, VOIP, switches and related network gear. All aspects of the space (cooling, power/UPS/generator, security, lighting and network requirements) were reviewed with the customer prior to implementation of their needs.

Managed rollout of ServiceNow project (see details below). Documented, attached and tracked all project requirements, tasks and deliverables in global, cloud-based ServiceNow database. Maintained company, group and user records in ServiceNow (increased security permissions) to ensure customers were informed of alerts occurring only at specific facilities. Assisted company staff in India with project updates and requirements as needed.

Developed best practices using ITIL and Six Sigma principles to standardize support efforts, eliminate meetings that didn't add value and streamlined all processes to make them more efficient.

Created and streamlined workflow processes, ensuring that:

• Large costs (network switches, recabling) weren't incurred without being factored into a customer's contract pricing
• Technical requirements (switch count, power and cooling capacity) were accurate and met customer's needs
• All items requested by the customer are included in the contract to avoid scope creep and cost overruns

Prepared and reviewed proposed room layout with customer prior to construction start. Developed process to convert “frozen” room layouts in PDF format into editable Visio documents.

Documented, attached and tracked all project requirements, tasks and deliverables in global, cloud-based ServiceNow database. Maintained company, group and user records in ServiceNow (increased security permissions) to ensure customers were informed of alerts occurring only at specific facilities. Assisted company staff in India with project updates and requirements as needed.

Met weekly with real estate vendor to locate potential facilities for future expansion and to evaluate financial viability of existing facilities across North America. Closed low-performing facilities and ensured that all appropriate circuit agreements were terminated.

Cross-trained European staff on North American Dedicated Workgroup policies, procedures and ServiceNow project documentation requirements.

Traveled to all Dedicated WorkGroup facilities in Canada, Mexico and the USA, including the five North American Mega Centers, as required by projects.

Founding Member of the Global Service Transition Advisory Board, tasked with the review, prioritization and implementation of all enhancement requests used to improve the Service Transition experience, globally.

Selected Projects

Project: Dedicated WorkGroup Build-Out (Budget: $5M; Methodology: Waterfall): Constructed new 180-seat disaster recovery space from bare floor for large financial customer. Turned around late-starting implementation inherited from former project manager and reduced build time by 45 days to meet customer deadline. Avoided potential credit issuance to customer and obtained additional 45 days of revenue.

Results: Increased client satisfaction with company and ensured that all post-implementation components (PCs, circuit, network) were installed after our construction tasks were complete.

Project: Disaster Recovery Data Center Consolidation & Relocation (Budget: $10M+; Methodology: Waterfall): Constructed new 150-seat disaster recovery space from bare floor for large utility company, per client's requirement. Transferred existing data center assets from a remote location with another vendor. Merged data center racks and equipment from utility's newly acquired subsidiary. Completed transition of both data centers to new facility in accelerated timeframe due to existing vendor's contract expiring.

Results: Established new industry (railroad) for future customer base expansion and ensured future business with client.

Project: ServiceNow Implementation (Budget: $1.2M; Methodology: Waterfall): Gathered incident and project management requirements from users and management. Implemented ServiceNow modules for user/group administration, service desk ticketing and project management. Replaced multiple Lotus Notes-based service desk databases and geographically disparate MS Project servers with a single-login, web-accessible, cloud-based ServiceNow application (SAAS).

Results: Eliminated support costs by consolidating multiple databases, further reduced costs and increased functionality by implementing a COTS (commercial off-the-shelf) solution, increased transparency to customers and vendors and provided web accessibility for all users.

Project: Mobile Unit Decommission (Budget: N/A; Methodology: Waterfall): Developed plan with customer to remove equipment from 16 racks mounted in 2 mobile data center trailers. Coordinated removal of HVAC, power, circuits and trailers with local authorities and company staff.

Results: Mobile trailers returned early and leased immediately, recovering revenue sooner than anticipated.

Project: Facility Closure (Budget: $2M; Methodology: Waterfall): Closed under-performing disaster recovery facility. Migrated all customers to alternate facilities, terminated or moved all circuits, renegotiated all open contracts to minimize loss due to early termination and coordinated asset removal and transfer to other facilities.

Results: Preserved customer goodwill and loyalty (no customers lost), eliminated costs for non-revenue generating facility and reduced support costs.

Designed, revitalized and monetized client web sites and apps. Reviewed client web sites and analyzed sites to improve site rankings in search engines (SEO).

Developed WordPress themes for purchase. Collaborated with staff and independent contractors to develop mobile app and software solutions.

Conducted client meetings to resolve customer complaints, cross-sell services based on client's unique needs and insure that all client's issues are resolved quickly. Provided pre and post sales support to clients. Established and maintained excellent customer relations, insuring that company brand is constantly promoted to existing and potential customers. Followed-up with customers to market new services, discussed outstanding invoices and deliverables and ensured constant communication between all.

Informed stakeholders of project progress on a pre-determined schedule, as determined by the needs of the the client.

Lead daily Scrum meetings with developers, project managers, business analysts and stakeholders to develop iOS and Android mobile and web-based apps per the client's specifications. Researched and evaluated source code templates and existing apps for "reskinning" as a "new" app for distribution.

Prepared project budget and timelines for client projects. Monitored progress, assuring that all milestones were met and expenditures didn't exceed expected costs.

Selected Projects

Project: Website Consolidation (Budget: $35K; Methodology: Agile): Created portal site to centralize multiple client web sites, integrating a shopping cart, Paypal and a SQL Server backend to process orders.

Results: Direct sale of products from shopping site, reduced support costs and streamlined maintenance.

Project: Private iOS App Development (Budget: $5K; Methodology: Agile): Created a new iOS app using xCode to track client interactions for clients' sales force. Integrated app with client's mySQL database to eliminate need to "sync" data at work location.

Results: App was produced on time and under budget due to limited scope creep and great resource allocation.

Project: Mobile App Re-Skinning (Budget: $2K; Methodology: Agile): Purchased an existing iOS app's source code, "reskinned" the user interface and produced it as a new application on the Apple Apps store.

Results: App was reskinned and submitted to the Apps store, beating client's expectation by three weeks.

Directed the efforts of multiple support desks and 70+ support staff throughout the Southern Territory. Centralized service desk operations across 13 states, supporting 13,000 computer users. Adopted ITSM principles (change management, configuration management, performance management) and streamlined existing service management and service desk policies and procedures to implement ITIL best practices.

Managed and supported Divisional Liaisons in 13 states. Served as divisional "voice" to CIO and senior IT management, sharing needs and expectations of divisional units. Acted as divisional liaison for all divisions, as needed (ran Georgia Division in 2012).

Appointed Security Officer for Southern Territory (9 divisions, 13 states). Oversaw Data Governance initiatives. HIPAA, HITECH, SOX and PCI compliance resource for IT. Promoted continuing education and IT certification to improve staff skills across the Southern Territory.

Interviewed and hired divisional IT staff (including divisional directors).

Conducted weekly meetings with divisional liaisons to review technical issues, share solutions, provide current status of territorial projects and upcoming events. Discussed project ROI and P/L statements with stakeholders.

Recommended staff reductions and position realignments as part of IT department transformation.

Established and maintained excellent rapport with customers, management and staff. Met frequently with vendors and IT management to review and propose technical solutions to business issues.

Assisted in annual budget preparation for territorial IT department. Conducted annual staff evaluations.

Selected Projects

Project: Support Center Consolidation (Budget: $3.8M; Methodology: Waterfall): Consolidated 9 independent divisional support centers of the Southern Territory into the centralized Territorial support center. Met with divisions to ensure that all needs and concerns were addressed or conveyed to CIO, as appropriate.

Results: All divisional IT departments were integrated, exceeding initial compliance goals and participating in weekly management calls.

Project: Standardization of Service Desk Solution (Budget: $110K; Methodology: Agile): Standardized 12,000 computer users and IT staff onto new ITSM-compliant service desk solution. Eliminated all other outdated and non-standard service desk software. Proposed cloud-based solution in tandem with Active Directory rollout.

Results: Eliminated competing service desk solutions and created Territorial standard, saving $25,000+ annually.

Project: Territorial Standards for Staff Development (Budget: N/A; Methodology: Waterfall): Researched, developed and specified appropriate career paths and certifications for all IT positions in the Southern Territory.

Results: Increased staff retention rates and promotional opportunities for internal staff.

Managed daily computer operations of the Information Technology department, servicing 1,800 user PCs throughout Florida. Reporting sections included application support and development, network management, desktop support and server administration and systems monitoring. Oversaw all IT projects, insuring that IT policies and procedures were followed.

Resolved escalated support requests, meeting and/or contacting users to insure that their needs were met and IT's excellent reputation with our customers was maintained. Discussed each project's potential ROI, profits, risks and mitigation efforts with stakeholders prior to project start.

Presented annual overview of current and upcoming IT projects, policy and procedure changes to 50+ senior divisional managers. Conducted training seminars for IT support personnel on Windows Server administration, IT Policies and Procedures and VMWare solutions.

Met with local leaders to determine their business requirements and prepared proposals and requisitions for the purchase of computer, security, A/V, copier, telephone, digital signage and related systems. Met with vendors to evaluate new technologies and possible cost savings on a regular basis.

Designed, reviewed specifications and developed Lotus Notes, SQL Server, Microsoft Access and other databases to ensure that user needs were met.

Promoted continuing education, industry certification and employee discounts to 1,800 users to improve staff skills and promote IT value to other employees. Reviewed each site's network bandwidth needs annually, eliminating costly T1 lines and using faster, cheaper connections to increase responsiveness of network resources (email, Internet access, Lotus Notes databases) and the overall user experience when conducting online business with vendors.

Provided guidance in SOX regulations and its applications to financial and IT processes. Evaluated internal control measures and procedures for SOX requirements and reported non-compliance as required.

Acted as IT HIPAA and HITECH Officer for 75+ sites in division. Evaluated compliancy with HIPAA, HITECH, PCI, SOX and related government regulations for 75+ offices.

Selected Projects

Project: Corporate Headquarters Facility Construction and Move (Budget: $18M+; Methodology: Waterfall): Planned and executed corporate headquarters facility move, combining two large offices, into 110,000 square foot facility. Services transitioned included all IT, Audio/Visual, phone, biometric door, gate and camera security systems, HVAC, Central UPS and generator services.

Results: All services and PCs were transferred from two facilities over two days and fully operational prior to work resuming the following Monday.

Project: Minicomputer Migration (Budget: $3.1M; Methodology: Waterfall). Transition 750 users at 7 locations from UNIX and Alpha Micro minicomputers and terminals to PC-based, client-server networks.

Results: Saved $403,000 annually due to elimination of costly minicomputer and terminal service plans.

Project: Transition to Document Management System (Budget: $85K; Methodology: Hybrid): Implemented document management system, eliminating filing cabinets, increasing document availability and search capabilities.

Results: Reduced time to fulfill documentation requests to less than 5 minutes from request to email receipt. Due to client praise, IT department asked to spearhead similar company efforts throughout division.

Project: Local Support Program Management (Budget: N/A; Methodology: Waterfall): Established Area Computer Experts (ACEs) program to provide local support resources to division's computer users, providing timely support and reducing costs.

Results: Reduced time for response by offloading simple requests to local support person. No additional costs incurred as local support person was already on local payroll. Program was replicated in other divisions to reduce their support costs and increase user satisfaction with timely service provided.

Project: Data Center Virtualization (Budget: $230K; Methodology: Waterfall): Virtualized 21 physical servers by implementing vmWare vSphere with HP Proliant DL380 servers. Converted physical to virtual servers and installed HP SAN for storage of virtual machines and data.

Results: Reduced monthly operating and maintenance costs. Server uptime also increased.

Project: Establishment of WAN (Budget: $5.8M; Methodology: Waterfall): Established first divisional high-speed WAN with 80+ sites using Lotus Notes - Domino servers, client-server networks and Cisco firewalls and network switches.

Results: Improved reliability via high-speed Internet connections versus dial-up service.

Project: Call Accounting System Installation (Budget: $35K; Methodology: Waterfall): Installation and configuration of Fujitsu PBX and custom call accounting system for 150-room hotel. Repatched all 110-block phone connections into new PBX and tested associated phone sets in all rooms.

Result: Increased long-distance call revenue for hotel and employer (profit sharing), provided additional call services to hotel guests and reduced phone system administration required of hotel staff.

Project: Client-Server Transition (Budget: $145K; Methodology: Waterfall): Converted Alpha Micro minicomputer and UNIX server to PC-based client-server network. Project included installation of network switches and cabling, migration of data and training of users.

Result: Headquarters facility experienced limited downtime during the conversion. No data was lost though it had to be converted from multiple resources in a tight time frame.

Project: Cabling Plant Conversion (Budget: $25K; Methodology: Waterfall): Improved network stability by converting multi-user PC-MOS, shared-serial networks to Artisoft Lantastic, Ethernet networks.

Result: Networks became significantly faster and more reliable, capable of supporting client-server applications.