PROFESSIONAL SUMMARY

Innovative, Aggressive, Middle Management Professional with extensive domestic and international experience in the telecommunications industry, including customer service, network/call center operation, network engineering, project management, and supply chain support of enterprise telecommunication networks.

EMPLOYMENT HISTORY

Confidential, Tampa, Fl January 2008 – January 2009
Manager, Network Operations Center

• Provided strong leadership and direction of virtual technical teams in the day-to-day management of client infrastructure, including WiFi, Voice Over Internet Protocol (VOIP), Frame Relay, Multi-protocol Label Switching (MPLS), Very Small Aperture Terminal (VSAT), and Digital Subscriber Line (DSL) based networks. These teams consisted of Tier I & II technicians and engineers focused on the deployment, conversion, and restoral of Managed Client WAN & LAN Networks.
• Worked with the Project Management staff to assist during the implementation phase of new clients and mentored less experienced staff on getting the installation completed within the SLA.
• Using Salesforce.com, worked with the sales team to create strategies to achieve business goals, including increasing revenue, removing expense, and developing a skilled, and motivated workforce.
• Monitored the Cisco Unified Communications Manager to manage the in-bound call distribution and volume so as to ensure that the staff processed the calls professionally and efficiently.
• Worked with internal & external field support staff to deploy new or restore existing failed communication systems at remote client locations. This included software & hardware support.
• Served as the 24 X 7 champion of Vital Network Services for client issues. Received very positive feedback from client management on my ability to turn negative incidents around to a positive situation, retaining client good faith.
• Developed internal processes for prosecuting workflow using Information Technology Infrastructure Library (ITIL) best practices to reduce costs, improve scalability, and the effective response to complex client issues.
• Working with the Information Technology (IT) systems department, helped to evolve programs that contributed to the staffs’ ability to handle increased workloads without an incremental increase in staffing.
• Managed the knowledge growth of the technical staff through internal training opportunities, manufacturers factory training, and self-study.
• Led the staff in developing and maintaining a strong customer service ethic. Confirmed during a discussion with one of Vital’s Fortune 50 clients.
• Participated in planning activities related to the Network Operations Center (NOC) through the preparation of budgets and forecasts to meet defined objectives for growth and profitability.
• As part of the on-boarding process, met with each new customer representatives to set their expectation, ensuring their complete understanding of the services they’d contracted for and that they understood the process for communicating issues or changes.
• Using Castlerock [Simple Network Monitoring Protocol (SNMP) based Mother of Managers (MoM)], Solar Winds Voyence, and Metrix-4 systems, researched customer issues to determine compliance with the established Service Level Agreement (SLA) and, as appropriate, took steps to implement process improvements.
• Performed weekly review of key SLA milestones with Senior Management to capture anomalies that were impacting customer satisfaction and adjusted the processes and workforce to mitigate them.
• Managed the interface with vendors and customers to ensure compliance in the contracted support.
• Provided oversight and final approval in the billing of clients for work performed outside of the contracted services described in the Statement Of Work (SOW).

Confidential, Clearwater, Fl June 2001 – July 2007

• Sr. Manager, Global Planning, New Business and Business Transaction (2003 – 2007)
• Led a dispersed team in the global planning, replenishment and control of corporate and customer assets in the SLA support of our customer base, including budget oversight responsibilities. Assets focused on the Cisco and Nortel product lines.
• As a project manager utilizing a virtual cross-functional team, identified all static network assets and captured them within the Inventory Management System for financial & equipment planning.
• Led a cross-functional project team in the development of global receipting processes to track purchases in Oracle; including specifications of user-restricted web based oversight
• Developed and implemented a corporate “End Of Life” (EOL) decision process which determined the available options when a manufacturer announced their intent to end support of an existing product.
• Ensured global compliance with corporate security practices as the departmental Business Information Security Officer.
• Led virtual cross-functional teams in a global asset tagging project to update the Oracle Fixed Asset Register; 26 countries, representing 96% of energized corporate network assets captured during this two-year effort.
• Acted as Global Supply Chain Management project manager to the corporate Sarbanes Oxley (SOX) council, ensuring administrative and systemic compliance
• Identified and recovered excess stock exceeding $15M; reused in lieu of additional capital purchases.
• Initiated program to save $3.29M through stock purchases from brokers vs. direct manufacturer.

Regional Director, Regional Logistics (2001 – 2003)

• Under spent the $76M capital budget by $27M while managing regional staff of 92 in meeting customer satisfaction Key Performance Indicators (KPIs) of 99.95%. Accountable for Operating budget of $38.5M
• Developed internal supply chain and repair processes as changes to custom laws in Mexico and Brazil prevented importation of legacy airline spare equipment.
• Led the negotiation and implementation of cost effective tariffs with transportation vendors.
• Directed the activities of Global Spares Planning Group, identifying and deploying spare parts used in the restoration of failed client assets.
• Realigned staffing to expand their repair activities; resulting in first week savings of $86K.

• Senior Manager, Technical Support (2000 – 2001)
• Directed daily and long-term activities of nine engineering support staff focusing on monitoring and resolution of tier 3 global network problems involving the Nortel and Cisco based network.
• Directed the activities of 23 technicians with the installation and maintenance of Nortel and Cisco products, along with the digital circuitry (T1, T3, E1, STM-3, and SONET), across our ATM based network.
• Managed high impact changes for customer global networks; 99.97% first time success rate.
• Managed the consolidation project of three remote Network Command Centers and the growth of the Global Network Control Center in Tulsa, Oklahoma.

Network Manager, Confidential (1998 – 2000)

• Led staff thru the corporate Y2K compliance and execution project. No defects detected.
• Reduced customer complaints by 100% as tracked globally by Marketing and Sales KPI reports.
• Accomplished 80% reduction in overtime during a period of a 27% downsizing of staff.
• Network Operations Manager (1996 – 1998)
• Rewrote SLA to reduce failed service response times; managed process changes that resulted in a 56% reduction in missed customer calls and increased customer satisfaction.
• Reassigned to provide project management for implementation of US Airways customers onto the American Airlines Sabre network. Recovered project and delivered on time as rescheduled.
• Developed and initiated procedures that assisted in maintenance of 99.99% network availability.

• Network Operations Manager (1990 – 1996)
• Managed human and capital resources to ensure maximum network performance and return on investment. This included on call escalation management – 24x7
• Developed interdepartmental processes used by internal design review board for project approval.
• Developed and administered Network Operations Capital and Expense budgets.
• Senior Communication Engineer (1983 – 1990)
• Developed engineering and funding documents for international multimillion-dollar communication projects; focusing on the infrastructure deployment of IDNX, Nortel DPN/Passport, and Cisco products.
• Evaluated Requests For Proposals (RFPs) for new communications projects.
• Completed Disaster Recovery outsourcing studies (SunGard and Comdisco). From this report the company determined that the best solution was to develop an internal solution.
• Developed new test procedures to save the costs of reengineering the Network Management Systems.
• Provided technical support to Marketing and Sales during customer negotiations.

Telecommunication Network Analyst (1982 – 1983)

• Performed fault isolation of network assets and managed implementation of network topology change projects, provisioning over 12,000 pieces of network equipment.

• Planned and managed construction project of multiple Network Command Centers (NCC) for business continuity purposes.
• Provided field-engineering support to non-technical staff in the use of hardware & software products.

• Inactive Top Secret/SCI clearance (Inactive 1979)

EDUCATION & TRAINING

Completed coursework towards degree in Business Administration
Project Management Certification Program
Non-Commissioned Officer Leadership School (NCOLS); recipient Commandant’s Award for Leadership; Top Ten Student Graduates – Academic Achievement.
Telecommunication Specialist training certification
Lean Sigma review completed.