SUMMARY

Highly motivated professional with exceptional management and leadership skills

TRAINER, STAFF MANAGEMENT, PROACTIVE,
RESPONSBILE, DEPENDABLE, SELF SUFFICIENT

• Proven ability to cultivate productive relationships with key decision makers and manage employees to achieve Department goals.
• Excellent qualifications in strategic planning with comprehensive knowledge of management and team-building skills
• Monitored performance through gathering relevant data and producing statistical reports and presenting to client management staff
• Trained in areas of software support and customer service

Confidential,July 2011 to Present
Service Delivery Manager (OCIO)

• Service Delivery Manager for the Office of the Chief Information Officer (OCIO)
• Managed on-site staff totaling up to 125 analysts and technicians including Tier 1, 2 and 3 from three (3) different contractors, responsible for presiding over two task orders (Service Desk and Advanced Problem Resolution Team) and providing daily IT end-user support to a community of over 15,000 internal customers for COTS and AIS software and handling public inquiries related to US Patent and Trademark Office IT and business operations
• Created a career development platform for each analyst to ensure that they are properly trained and up-to-date on the use and support of all current software
• Creator of the new Problem Management process that has recently been implemented to assist with resolving issues in a way that promotes ITIL standards
• Scheduled bi-weekly liaison meetings with other support groups to work in collaboration to resolve complex problems and implement proactive monitoring
• Active role in the implementation of all software to ensure that the Service Desk is trained and prepared for support
• Built an expanded management team and created a new organizational structure designed to meet the changing needs of a rapidly growing, Performance-Based Organization
• Created Quality Assurance team to monitor all aspects of customer service and provide timely feedback to agents to pinpoint specific areas for improvement
• Developed Knowledge Management initiative to ensure the capture of solutions to all new issues escalated to the Advanced Problem Resolution team, increasing the ability of Tier 1 and Tier 2 agents to resolve issues for which solutions had previously been unavailable.
• Service Desk POC for implementation of Remedy 7.6 and integration of internal Knowledge Base
• Mandated rapid development and usage of the Knowledge Base content to retain institutional knowledge and provide a centralized troubleshooting resource and reference point for all agents
• Customer Service driven to promote continuous improvement in the form of ongoing staff training including call monitoring for phone etiquette and outstanding quality
• Oversaw the expansion of staff to include 20 new technicians and implemented plans to ensure seamless onboarding and training with minimal disruption of service and support
• Directed Service Desk Management and the various sub-groups within the Advanced Problem Resolution Team to provide procedural documentation for the creation of an Operations Manual in accordance with ITIL guidelines.
• Expanded the role of the Operations Manager to include the production of a daily, weekly, and monthly deck, which includes critical data related to SLA attainment, trending analysis and a forecast model
• Increased the use of statistical metrics to facilitate accurate measurement of performance from contract-level SLAs all the way down to the individual agent
• Implemented organized metrics tracking to determine trends and facilitate dynamic staffing adjustments to ensure maximum efficiency in the use of resources to respond to predictable changes in call volume
• Mandated the separation of Tier 1 and Tier 2 support within the Remedy ticketing system to provide a stable, common-sense workflow
• Instituted a “Cradle-to-Grave” policy to adhere to the standards set forth in ITIL, assign accountability for each ticket to its creator, and to clearly outline responsibilities for follow-up at each level of support
• Implemented the “Take-Over” process to enhance First Call Resolution (FCR) of customer issue and to expand on excellent customer service.
• Increased FCR from 40% to 90% over a six-month period
• Leveraged service desk best practices and process frameworks, such as the Information Technology Infrastructure Library (ITIL) to drive continual service improvement and to enhance the escalation process
• Advocated the institution of Operational Level Agreements to enhance communications and working relationships between the Service Desk and various outside support groups
• Allocated resources for budgeting with specific labor categorizations to ensure adequate staffing and substantial profit margin
• Improved real-time interaction between agents contract-wide by instituting a live chat channel.
• Chaired daily stand-up meetings with management staff to promote open communication and ensure awareness among all Team members regarding major ongoing initiatives
• Improved communication between management and staff through increased interaction and dialogue, resulting in a marked improvement in employee morale and increased talent retention rates.
• Established internal short, mid-term, and long-range goals for a baseline of improvement to exceed levels outlined in the SLAs.
• Creator of training and instructional documentation for the users at USPTO and Service Desk personnel
• Responded quickly and decisively to resolve a number of customer issues that had risen to the attention of the CIO prior to my arrival, resulting in the opening of a direct line of communication between Service Desk management and the Senior Executive Staff of the USPTO
• Negotiated new SLA/OLA terms based on concerns that were not properly addressed following a massive telework initiative undertaken in early 2011 involving support of new hardware, software, and operating system
• Vital member of the CR meetings responsible for reviewing, approving or denying all technical changes

Confidential,December 2009 to July 2011
IT Program Manager

• Manager on site/ and off site staff totaling 60 analysts and technicians with 4 direct reports and providing 24/7 support
• Ensure the highest level of Quality Service by reviewing cases and calls daily and interacting with staff based off Customer Survey Feedback
• Create/update procedures to address new aggressive SLA’s to ensure that goals are met daily
• Creator of training and instructional documentation for staff members at IMF and Service Desk personnel
• Created a career development platform for each analysts to ensure that they are properly trained an up-to-date on all current software
• Monitors individual and team effectiveness and coaches to SLA attainment
• Counsel employees on company policy and procedures and take corrective actions, including imposing discipline when appropriate
• Customer Service driven to promote continuous improvement in the form of ongoing staff training including call monitoring for phone etiquette and outstanding quality
• Established short and long range goals for a baseline of improvement
• Allocate resources for budgeting with specific labor categorizations to ensure adequate staffing and substantial profit margin
• Based off metrics, evaluate and make employment recommendations on the hiring of on site / off site employees as per company guidelines
• Promotes Team building and moral by holding brief daily Team meetings to ensure SLA’s stay on path to attainment
• Scheduled bi-weekly liaison meetings with other support groups to work in collaboration to resolve complex problems and implement proactive monitoring
• Active role in the implementation of all software to ensure that the Service Desk is trained and prepared for support
• Leverage service desk best practices and process frameworks, such as the Information Technology Infrastructure Library (ITIL) to drive continual process improvement and to enhance the escalation process
• Identify and escalate to management future business opportunities, within existing engagements in an effort to cut cost
• Reviews QA reports on a daily basis and takes appropriate action to ensure no reduction of performance occurs per analyst
• Regularly participates and assist in the preparation for formal Quarterly review meeting with client (monthly)
• Holds regular progress review meetings with Delivery Director to ensure the SLA attainment is being met and that we’re in compliance with contractual terms
• Vital member of the CCM (Change Control Meeting) and CAB (Change Approval Board) to review, approve or deny all technical changes
• Track, trend and correct performance problems; establish performance goals (KPIs) and assign accountability for achievement

Confidential,March 2007 to September 2009
Project Manager

• Lead consultant and project manager for various client sites including staff management
• Managed full life cycle of implementation including cost analysis and planning by gathering metrics to support all accrued costs
• Circulated trouble issues for resolution in a timely manner to consultants, analysts, and third party vendors for trouble resolution prior to implementation
• Assisted in the development of the proprietary software designed to adhere to the needs of each individual client
• Completed numerous projects before required deadlines, including testing and go-live dates which were monetarily penalized if the dates were not met
• Created step-by-step documentation for functional and non-functional aspects of software to be used as a tutorial by all users of the implemented software
• Traveled to client site for information gathering prior to implementation to gather logistical information that would determine the analysis
• Trained managers on the usage and functionality of the proprietary software by providing client presentations and hands on training in the user environment and in a classroom setting
• Gave presentations using MS Power point and Vision to management on the benefits of software as a selling point prior to scheduled implementation date
• Created documentation and suggested cost for modifying base software for client requirements.
• Institutes and created standardize methods and procedures

Confidential,April 2006 to March 2007
Implementation Manager

• Trained users in two-week increments on the usage and functionality of Neurostar software by providing client presentations and hands-on training in the user environment and in a classroom setting
• Maintained client contact for any questions, concerns, upgrades or any other features or functions for which the client required additional support.
• Extensive travel managing the implementation team from inception to completion of all tasks required prior to the scheduled go-live date
• Provided feedback in support to technical programmers during requisite visits to client sites to aid in determining the amount of technical assistance required to fulfill their needs
• Managed 12 implementation analysts with 2 direct reports nationwide
• Developed Career plans and established training to address current certification needs of all analysts

• IT / Help Desk Manager for the northeastern region of Georgia.
• Consistently met all required SLA’s avoiding monetary penalties that could have negatively impacted the department
• Served as coordinator and project manager for budgeting of new hardware and region-wide implementation of all agency laptop and desktop computers
• Performed final interviews and made decisions on hiring personnel
• Managed 31 technical support specialists with three direct report supervisors
• Traveled throughout the region to perform bi-annual reviews of all technical personnel
• Created a disciplinary process to ensure every employee is provided an opportunity to rectify any negative situation
• Created customer service proposal to have ALL technicians A+ certified to ensure excellent support while cutting the costs associated with the need of additional employees
• Met all annual budget requests and maintained and accurate P&L (Profit & Loss) statement.
• Managed southeastern portion of the National helpdesk including twelve helpdesk analysts
• Scheduled times of services rendered, along with verifying completion of work performed, and closing of all tickets for technical staff
• Maintained an annual quarterly budget to divert expenses where needed
• Trained Helpdesk analysts on helpdesk etiquette and customer service using on-line courses provided by the company

Certifications:
ITIL Foundations V.3
ITIL Intermediate V.3 (Service Operations & Continual Service Improvement)