Global It Vendor Manager resume example

Daily duties include managing campus support team (level 2 & 3) servicing 3000 home office employees. Projects managed involve integration of architectural designs with deployment plans as well as off-site meeting support for FDA and Sales meetings.

•Currently leading the deployment portion of the Windows 7 migration for all 7000+ workstations after months of design, testing and software remediation while working with Enterprise architecture team to solidify and improve our Portfolio management and Demand management processes while adhering to various controls and regulations like Sarbanes-Oxley, ITQS and Takeda SOPs.

•Played a key role introducing Service, Change, and Problem management to all areas of IT operations by getting the support teams ITIL trained and certified.

•Assigned ownership of the asset/Inventory management team. Performed detailed GAP analysis of procedures changed numerous processes resulting in savings of over $500K in the 1st 3 months.

•Created and managed a team with of engineers to provide 24/7 support to our Executive team since international operations were moved from Japan to Deerfield.

•Participated on the IT build out of a new building on the Deerfield campus and coordinate and manage the team of technicians moving IT equipment from Lake Forest to new building.

•Worked with Abbott network and security engineers to help design and manage the Home Office migration of network connectivity, domain integration, move from Notes to Outlook, Blackberry devices and the creation of a new combined desktop image for 1500 clients.

Daily duties include managing campus support team (level 2 & 3) servicing 3000 home office employees. Projects managed involve integration of architectural designs with deployment plans as well as off-site meeting support for FDA and Sales meetings.

•Currently leading the deployment portion of the Windows 7 migration for all 7000+ workstations after months of design, testing and software remediation while working with Enterprise architecture team to solidify and improve our Portfolio management and Demand management processes while adhering to various controls and regulations like Sarbanes-Oxley, ITQS and Takeda SOPs.

•Played a key role introducing Service, Change, and Problem management to all areas of IT operations by getting the support teams ITIL trained and certified.

•Assigned ownership of the asset/Inventory management team. Performed detailed GAP analysis of procedures changed numerous processes resulting in savings of over $500K in the 1st 3 months.

•Created and managed a team with of engineers to provide 24/7 support to our Executive team since international operations were moved from Japan to Deerfield.

•Participated on the IT build out of a new building on the Deerfield campus and coordinate and manage the team of technicians moving IT equipment from Lake Forest to new building.

•Worked with Abbott network and security engineers to help design and manage the Home Office migration of network connectivity, domain integration, move from Notes to Outlook, Blackberry devices and the creation of a new combined desktop image for 1500 clients.

• Telcom Innovations Group (TIG) is $12M privately held Telecommunications Company that specializes in voice and data networks and services which serves companies throughout the Midwest.
• Developed and built a data networking practice within a traditional PBX services company.
• Identified and hired certified technical consultants while aligning with our highly regulated strategic partnerships with Microsoft, Cisco, Adtran, HP and Mitel.
• Managed a staff of 5 engineering consultants, served as technical sales architect and project manager for large accounts.
• Managed 5 large network VOIP projects totaling over $4M in sales with the largest being $1.25M while standardizing our SDLC methodologies and showcasing our team's broad technical skills in 2004/2005.
• Provide advice, assistance, and leadership for clients by planning the implementation of information technology to effectively meet strategic business initiatives that require a technology solution.
• Received technical certifications from Microsoft, Cisco, HP and Mitel and attended several partnership conferences.

• A group of investors were looking to create a "true" consulting company that was different than the typical outsourced talent firms that most were using for Y2K projects.
• Twenty percent of company revenues were locally from Network Operations and eighty percent of revenue came from software development servicing a national client base.
• Grew the company from a staff of 1 to a staff of 35 with 10 offices nationwide and a client base in excess of 150 companies in 2 years.
• We nearly tripled revenue in year two, from $610K in year one to $1.5 million, reaching $5 million in our third before leveling off in a changing market.
• Reported to 8 investors as the managing member and my direct reports included CFO, EVP of Sales, COO and CTO.
• The practice group developed 27 industry-specific strategic partnerships, creating a broad range of technical and software development services that we offered throughout the US.
• Personal billable hours were split between advisory services for various levels of IS management including CIO mentoring programs, and project management for projects sold within my technical areas of expertise.
• Projects included data center design/installations, various network connectivity solutions, client server application development, web based services with database integration, Web Portal infrastructure platforms and e-commerce development projects.

• SpencerStuart is an international executive search firm with operations headquartered in Chicago, IL.
• SpencerStuart is a partnership with various managing partners with governance rules similar to those in the legal industry.
• My primary responsibility was to oversee IT operations while preparing and presenting future IT directions and budgets to the partnership.
• Originally recruited to install LANs in the US and provide connectivity as the Network and Telecommunications Manager, I managed a US telecommunications budget of $1M and a staff of 5 people while we rolled out an e-mail system, AS/400 connectivity and migrated various applications to the AS/400 platform.
• After the success of managing projects and budget, promoted to Technology Development Manager and was asked to replicate the team's success internationally to 48 offices in 18 countries.
• Private data network telecommunications budget was increased to $2.25M and my direct reports were increased to 8 people who were not all located in the US.
• Oversight and management responsibilities added in this role included PBX systems, new office build outs, remote access systems, CD Rom jukebox libraries and network fax machines.
• Led cross-functional projects including a migration of the IBM system 36 accounting system to a PC network-based system and a software development project globalizing the firm's integrated database for tracking people, companies and assignments worldwide.
• As Director of Technology, role was expanded to manage a department of 25 full time staff and up to 15 contractors.
• Our annual IT operating budget was $10M with additional special projects budget varying between $5M and $10M.
• Oversaw an expansion of the private global data network, expansion of regional data centers, migration of our AS/400 software to client server and web based platforms, implementation of a global help desk and global configuration and standardization effort.
• The job role as VP required strategy interviews with executives and senior level staff to understand technology needs, facilitate meetings across multiple regions to define and establish business governance and business processes to be supported by technology solutions, gather user requirements, and initiate plans and present to partners world-wide for budgetary approval at annual partner meetings.

• Cambridge Homes was the third largest home builder in the Chicago metro area, closing 750 homes during the last year of employment with them.
• Career started as a project superintendent responsible for all aspects of building homes in a particular sub division.
• In an effort to organize things, a personal PC used to create and print all purchase orders which were normally filled out by hand.
• Wrote the purchase order program which caught the attention of the president, who made the promotion to Purchasing and Operation Manager overseeing all contract negotiations and field superintendents.
• Continued developing database applications to streamline the purchasing.