| Candidate Information | | Title | Call Center Risk Management | | Target Location | US-MD-Clarksburg |
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Click here or scroll down to respond to this candidatePROFESSIONAL SUMMARYProven track record leading end-to-end delivery of complex, high visibility projects and products on fixed schedules within global organizations. Skilled at consensus building and collaboration across business units, partners and vendors. Business system expertise in desktop, call center, telephony and international/domestic call center engineering, Enterprise Tool integration and Network Operations Management.AREAS OF STRENGTH & EXPERTISETechnical Product Management, Program and Project Delivery, P & L Ownership, Change & Risk Management, Vendor Management, Business Relationships, Change & Risk Management, Technical Assessment & Procurement, Vendor Management, Corporate Security Standards & Governance, IT System Upgrades.PROFESSIONAL EXPERIENCELeidos 2016 PresentSOC Metric Analyst: 2024 - PresentDeveloping a Strategy for Security control reports using a limited tool set for the program.Assisting the Development team with multiple projects to ensure program compliance.Assisting with Project Management of system upgrades for CyberArc security tool.Manager, Enterprise Tools & Reporting: 2021 - 2023Responsible for hiring, training, and managing a team of 11 engineers that utilize toolsets from IBM Tivoli, Nagios, SevOne, Extrahop, New Relic, CA APM and BigFix for 3,000+ Windows, Unix and Linux servers, and 7,500+ Windows workstations to support 13 regional offices and remote workers.Maintains environments for Development, Validation and Production at N-1 across 4 data centers.Creates and maintains documentation for all Enterprise Tools and Reporting Tools, as well as Operation Maintenance Manuals (OMM) for all monitoring applications.Manages vendor relations for tools supported.Decision maker for escalations and immediate fix deployments.Voting member of Change Control Board and maintains documentation to support governance processes.Provides process support and evidence during independent financial and software third party audits including FISMA that have resulted in passing audits 100%.Reporting Team: 2016 - 2021Requested and received funding to increase staff to eliminate single point of failure identified within reporting team.Managed Reporting team for daily operations as well as support of project management.Designed and implement Project Dashboard using SSRS for CMS and Leidos Management overview.Created and maintain documentation for Reporting Tools and reports as well as Operations Maintenance Manuals (OMM) for all monitoring applications.Created SLA processes to use SSRS to generate program SLAs decreasing time to produce from 1 week to 1 hour.Built transition plan that migrated team to the Enterprise Operations Center for reorganization of duties.Lockheed Martin Corporation 2011 - 2016Manager, Enterprise Tools: 2016Responsible for hiring, training, and managing a team of 14 engineers to meet project mission.Created and managed monitoring for 1,800+ Windows, Unix and Linux servers in Development, Validation and Production environments in 2 Data Centers.Carried out CA Application Performance Monitoring on 30+ Mission Critical CMS applications, reducing the application failure rate by over 50 percent.Implemented Lockheed Martin SuperNOC to improve the monitoring of core applications for all datacenters.Rolled out SevOne agentless SNMP monitoring and Extrahop agentless transaction monitoring.Created overall monitoring design for the Lockheed Martin Data Center.Conducted Proof-of-Concept using Tivoli Monitoring Suite for Lockheed Martin Data Center.Worked with the Centers for Medicaid & Medicare to upgrade the COTS Monitoring software to add redundancy to the existing platform and improve overall Monitoring performance.New SharePoint Project Server Team: 2014 2016Identified need for dedicated team to support growing SharePoint use.Determined initial size of team based upon specific customer projected growth plans.Hired additional engineers (3) and trained initial team.Managed new team (6) and developed new policies and procedures.Developed migration plan to latest SharePoint version to become N-1.Successfully migrated to latest version without issues.When team reached scale developed transition plan for new manager.Interviewed, hired, and trained new manager.Transitioned SharePoint team to new manager as the team moved to a new program.New Open Payments Program Oracle Database Management Team: 2013 2015Growing Oracle business usage necessitated need for dedicated team to support growth.Assessed and increased staff to improve maintenance and support for OPP Program growth (4DB to 16 DB).Developed new policy and staffing plan to cover planned weekend\holiday schedules.Created migration plan to latest Oracle version to become N-1.Successfully migrated all Databases to latest version without issues over 1 month period.Transitioned team to new program manager after successful database upgrades.New Network Operations Team: 2012 2013Identified need for dedicated team to support Network Operations, Monitoring and Alerting.Determined initial size for new Network Operations team with redundancy that increased staffing from 7 to 14 team members.Responsible for hiring, training and managing new team of 14 Network Operation members.Transitioned team from a Service Desk Role to a Network Operations role with Tiered team approach.Implemented new Standard Operating Procedures based on new project requirements.Trained newly hired team to become Tier 1 break/fix for any monitoring or alert issue.Reduced Service Desk calls by 30% from 6,000 to 4,200 per week with improved monitoring and alerting by the Network Operations Team.Selected, trained and mentored new Network Operations manager through transition and beyond.Manager, Desktop Engineering: 2009 - 2011Responsible for hiring, training, and managing 8 engineers to perform Desktop engineering for HHS.Created and implemented Standard Operating Processes and Procedures for Desktop Engineering Team based upon HHS contract and HHS customer requirements.Developed and documented a universal Windows XP image for deployment on 25+ workstation hardware platforms.Created a GOLD image process that reduced imaging time from 2 hours to 15 minutes and a repeatable GOLD image process to update the image quarterly.Designed and implemented Altiris 7.0 System management solution for 10,000 Windows workstations and 300 Windows servers.Deployed pcAnywhere to 10,000 workstations to allow for remote support.Designed, developed and implemented a test lab to replicate the customers 25+ workstation environment.Conducted major systems upgrades to the existing windows environment that resulted in standard software baseline to facilitate future updates.Performed Microsoft\Adobe patching to all workstations and servers exceeding Service Level Agreements monthly.Implemented software portal for support personnel to download and install licensed software to facilitate governance.Implemented software pilot process to reduce customer risk and ensure software deployment success.Developed reporting procedures to document and record software deployments.Performed Tier 3 support for all workstations.MiniBar Systems2008 - 2009Manager, Technical Support and TrainingAlta IT Services (Subcontracted to Fannie Mae)2006 - 2008Network Engineering/Project ManagementAOL LLC2004 - 2006Technical Project Manager, Business TechnologiesMAJ Enterprises2001 - 2004Independent Network Consulting and Project Management for Fannie MaeLegato (Formerly OTG Software)2001 - 2001Help Desk ManagerVarsity Group1999 - 2000Manager, Information Technology LAN/Telecommunication ServicesTravel Services International Inc.1998 - 1999Information Technology ManagerMarriott International1988 - 1998Project Manager for GuestView Property Management System, Fairfield Inn 1997-1998Manager, Courtyard, Fairfield Inn and Residence Inn Systems Support 1993-1997Configuration Specialist & Support Analyst, Residence Inn by Marriott 1991-1993System Installer, Residence Inn by Marriott 1989-1991Night Manager, Residence Inn by Marriott 1988-1989EDUCATIONCentral Michigan University, Mount Pleasant, MIBachelor of Science in Business Administration |
