Kevan

 Kevan C Clark Email :- Mobile :- Skype : kevan.clark (plano) LinkedIn: www.linkedin.com/in/kevanclark/ Global Project Management & Agile Summary 10 yrs. as Project Manager 3 yrs. in AWS 3 yrs. in GCP / G-Suite 9 yrs. Data & Datacenter Migration 7 yrs. as Scrum Master 3 yrs. in Azure 5 yrs. JIRA / Confluence 3 yrs. DevOps 5 yrs. Smartsheet Cert. Areas of Expertise Project Management Security Services Agile Framework Product Development DevSecOps Transformation Collaboration Skills IT Leadership Infrastructure Development Coaching & Training Accomplishments 9+ years' experience in client facing roles, managing global teams in India, EMEA (European countries), and APAC (Asia Pacific countries). 3+ years' cloud experience managing Cloud Migration, conducting planning efforts, and developing technical roadmaps for migrating complex applications to AWS / AZURE / GCP, other Public and Private Cloud environments. 3+ years of experience in o365 Migration, implementing Windows 10, SharePoint, Skype for Bus., MSWord, Excel, PowerPoint, One Drive for Bus to include Planning, Onboarding, and User Adoption. 5+ years' SDLC experience in project management throughout the complete Software Development Life Cycle (SDLC), background leverage with Systems design, software integration, some C/C++, and software architecture and development; using offshore teams. 7+ years' process improvement experience in scope management, change management, duration estimation, business transformation, customer service, communication, leadership, problem-solving, and team-building. DevOps: 3+ years’ in managing teams supporting all production releases, including enterprise releases, weekly releases, and special projects. Instrumental in leading and executing an effort to integration DevOps on the services that are using cloud platforms; implementing continuous improvement ideas/projects, optimizing the DevOps function. Worked directly with agile Application Development teams to provide daily support aligned with a model of Continuous Delivery. Career Experience Operations & Enterprise Services, American Airlines Sep-2018 – Present Trained 25 team members; transformed 15 projects from waterfall to Agile; mentored 11 project managers to transform as Scrum Masters and 5 business analysts as Product Managers and Product Owners. Evaluated agile adoption progress and mentored 12 teams of different domains in agile execution. Promoted agile transformation through the collaboration with organizational leaders, executives, and business teams and optimized agile delivery in terms of adaptability by implementing metrics. Collaborated with Product Managers, Architects, Product Owners, Scrum Masters, Agile Coaches, Agile teams, and senior management to enhance agile applications, agile ceremonies, Kanban best practices, test-driven development, continuous integration, and continuous delivery practices. Managed project plans, roadmaps, backlog, & reports of impediments for escalation, and structured the project team that includes matrixed resources from across AA's Global Airports, Cisco, Verizon, & AT&T. Identified risks/concerns to relevant stakeholders to resolve problems through problem-solving skills and communicated team members regarding project plans through strong communication. Managed enterprise-level projects through collaboration with vendors, delivery partners, and business areas. Managed different types of projects like launching new products or services, large-scale application development, migration to new business applications, outsourcing of business or system capabilities, and infrastructure upgrades. Shared Scrum, XP, DevOps, and Kanban emergent practices through informal communication, formal sessions, and Community of Practices (COPs) and collaborated with Product Managers, Architects, Product Owners, Scrum Masters, Agile Coaches, Agile teams, and senior management to enhance test-driven development and delivery practices. PM/Waterfall: Projects currently managing have enterprise-level impacts involving multiple vendors, delivery partners and business areas. Project team structure includes matrixed resources from across AA’s Global Airports, Cisco, Verizon, and AT&T. Agile/Scrum Master: Continually refined and evolved agile processes for predictable and rapid cloud delivery resulting in hitting 99% of project deadlines. Cloud: Azure & AWS: Led team in defining enterprise cloud strategy, standards and leading practices associated with all aspects of cloud capabilities (compute, data, storage, security, identity & access, self-service, performance) DevOps: Deploying and configuring services in one or more host data centers, and using IaaS (AWS, Azure, RackSpace/OpenStack) IT/Cyber Security: Workshopped with the Application Owners, business managers and Airport Directors to identify the type of the permissions. Responsible for partnership building and communication with IT Risk Security Management and all line of relevant business stakeholders. Company Merger & Application Deployment Project, American Medical Response Aug-2017 – Sep-2018 Consolidated from 70 contact centers to 30; led the team to create a 0-downtime deployment plan; used SaaS platform and supported 911 communication. Administered ambulatory resource management, healthcare insurance, and hospital billing. Managed change management for the site/contract specific configuration, risk assessment/mitigation planning, stakeholder communications, and transitioned sites by employing team leadership skills. Managed communication between groups through team management skills and directed smooth transition throughout project development. Trained 30 team members in different agile concepts and worked as a Scrum Master for multiple teams in various domains to bring more Agile Maturity. Managed project stakeholder expectations throughout the project lifecycle while ensuring the technical team's scope of work (SOW) and specified deliverables effectively with an achievable project plan while delivering quality products within acceptable timelines. PM/Waterfall: Responsible for the smooth transition through each phase of the project and proper communication between the various groups, setting clear expectations and holding individuals accountable for their responsibilities on the program. Managed the release pipelines working with business, marketing, and service delivery. DevOps: Built, developed, and managed a high-performing infrastructure and DevOps team to meet the needs of a rapidly growing and changing business in an even more rapidly changing technology landscape. Agile/Scrum Master: Worked in infancy-stage SAFe framework with other scrum teams, attended Scrum of Scrums to coordinate dependencies across various other scrum teams in Agile Release train, worked with Release Train Engineer, System Architects and system Team for Infrastructure requirements and to support integration testing. Cloud: GCP: Led team to design, deploy and maintain enterprise class security, network and systems management applications within an AWS environment. PMO: Managed communication of status updates to stakeholders and Senior Management (CFOs, Business Managers, Controllers, heads of Legal, Operations, etc.) through presentations and reports used in different forums. Datacenter Move Project & Application Development & Deployment Project, BB&T Bank Jul-2016 – Aug-2017 Migrated deployments across multiple bank sites for over 5,000 users; performed scheduled development and cost management processes while managing the deployment project. Developed the program intake process, including developing scope, schedule, and cost. Educated team members in project management principles, methods, processes, and tools. Directed the program and aligned the business strategy both internally and from the client's perspective by using a strategic approach. PMO: Ad hoc budget assistance as necessary (during budget preparation). Coordination of status meetings, participation in all program meetings, liaise between cross organizational teams as the IT project manager, management of the IT aspects of the program, risks/issues Cloud: Azure: Worked with large teams that were involved in architecture of highly scalable, secure, distributed applications, aligned with company standards, process, methodologies, and best practices. Led team to implement software throughout the SDLC process, networking, migration and implementation in Azure. Datacenter Consolidation & Software Deployment, PCI Compliance, Caliber Home Loans Mar 2016 – Dec 2016 Evaluated all aspects of Win 2010 Pro implementation for 12,500 workstations nationwide to ensure a smooth migration; Formulated requirements, setup lab, and pilot plan and managed configuration changes. Established and spearheaded program level success criteria internally and from the client perspective as well. Served as the primary interface with stakeholders and the project sponsor. Ensured that the objectives and customer-focused requirements are defined and aligned with company directions. PMO: Monitored milestones, ensuring accuracy and any required actions are being taken on them in RAID log, tracking issues/Missing Deliverables, ensuring book of work is free of errors and SDLC / QA violations (missing documentation, out of date milestones, etc.) Datacenter Consolidation Project, Call Center Re-alignment, Verizon Apr 2015 – Jul 2016 Strategically managed operational initiatives; prepared senior management presentations; provided thought leadership, and encouraged communication between different groups for better outcomes. Managed joint planning sessions with partners for call center design, schedule, and forecasting costs. Managed overall costs and budgets of operations and anticipated tactical, operational, and strategic risks applying a risk-based approach to forecasting. Defined each specific program's goals and objectives and clarified individual team members' roles and responsibilities during the project. PM/Waterfall: Defined the goals and objectives for each specific program and defined individual team member’s roles and responsibilities for the duration of the project PMO: Developed and delivered high quality project reporting to senior management oversight committees on large scale projects that span multiple functional areas and workstreams. It is important that the right candidate is able to drive and standardize reporting processes where possible, and work with the offshore team to deliver high quality reports Agile/Scrum Master: Led all sprint planning, reviews, retrospectives and daily scrums with team, resulting in product features that reached 10k+ users Datacenter Disaster Recovery Project & Database Upgrade Project, TEK Systems Dec 2013 – Apr 2015 Managed newly gained framework, transition plan, approval plan from the board of directors, transition team through matrixed resources, apps and tools, and newly acquired company onto parent company platform. Managed multiple large-scale programs timely and within budget and ensured that the solution is aligned with the business objective. Ensured that the project team utilized IT defined tools, standards, processes, and procedures. Disaster Recovery, Product Development, & Application Development Project, AT&T Jul 2011 – Dec 2013 Enhanced data security by migrating 30 highly confidential regional and global applications to leverage Symantec VIP two-factor authentication to over 40,000 employees in 20+ countries. Managed the daily project team assignments and monitored progress against the work plan to ensure that objectives are met within the prescribed time, cost, and quality measures. Contributed towards the continuous improvement of project management processes within the company's global PMO structure. PM/Waterfall: Managed the daily/weekly project team assignments and monitored progress against the work plan to assure that objectives were met within the prescribed time, cost, and quality measures. PMO: Made significant contributions towards continuous improvement of project management processes within company global PMO structure. Datacenter Transition & Telecom Product Implementation, ATOS, PepsiCo(Austin CSI) Jan 2010 – Jul 2011 Provided leadership through hands on collaborative exercises/activities/workshops; Established and implemented metrics to optimize delivery and measure business agility in terms of predictability, reliability, and adaptability; helped to design, advise and promote strategic direction and transformations in partnership with organizational leaders. Met financial objectives by forecasting requirements; preparing a program budget by consolidating financials from individual projects; scheduling expenditures; analyzing variances; initiating corrective actions Managed project stakeholder expectations throughout project lifecycle, ensuring technical team's scope of work (SOW) and specifying deliverables effectively with an achievable project plan, delivering quality products within acceptable timelines Datacenter Outsourcing Project & Disaster Recovery Project, ATOS, City of San Diego Managed infrastructure project with a $1M+ budget; led simultaneous decommission of outsourced managed data center and build of cloud infrastructure; reduced project expenses from $2.1M to $950,000. Provided consistent status reports, project updates, and ongoing cost analyses and managed significant issue management and communication with business lines and technology management levels. Google Product Roadmap, Call Center Transition & Platform Deployment, Insight Global Jul 2009 – Dec 2009 Managed the cloud migration factory that migrated more than 19,000 users from HP Hosted MSExchange to the G Suite. Administered the deployment of a Google Cloud (predecessor to GCP) environment for compute, storage, and BigQuery. Identified and directed the impact analysis of potential project changes and facilitation of change control board to approve or disapprove said changes. Communicated directly with C-level and board of director personnel, administering updates, execution, and results for every portfolio project. Datacenter Consolidation & Process Improvement, Hewlett Packard (HP)/Bank of America Jan 2009 – Jul 2009 Participated in Data Center exit of 4 major non-strategic data centers; directed successful migration of critical production and contingency servers; optimized data center consolidation by employing various migration strategies. Managed internal projects included infrastructure, several large security projects from vulnerability remediation, risk scoring, patching, and intrusion prevention, and worked with the security team to update EOL checkpoint firewalls, BlueCoat, Cisco ASA routers, etc. Worked with the Security Compliance team to review the SOP and ensure all proper controls are being followed. Additional Expertise Cloud Migration Expertise Experienced Servant Leader and Coach PMO Expert Software Deployment/Deployment (SDLC) Banking and Finance Sector Healthcare Sector Network Project Management Waterfall / PMI Project Manager Agile / Scrum Master Global Team Leadership Organizational Change Management Process Improvement Education & Certifications Master's Business Administration (MBA), University of Maryland Project Management Professional (PMI / PMP) SCRUM/Agile (CSM / PSM) Certified ITIL v3 Certified Cloud Essentials Certified CCDA Certified MTA-Security Fundamentals Six Sigma – Green Belt Highlighted Skills Overall Project Manager/Scrum Master: 9+ years’ experience in large, complex, global organizations in client facing roles, managing global teams in India, EMEA (European countries), APAC (Asia Pacific countries). Spearheaded end-to-end program/project management, including resources, scoping, plans and budget/financial management, project monitoring, hosting internal/customer team meetings, status reporting, risk, issue & task tracking. Flexible and comfortable with ambiguity, embracing change in fast paced environments. Able to prioritize and manage multiple projects with competing due dates and demands. Experienced in creating and delivering presentations to groups and leaders at all organizational levels Excellent written and oral communication skills, especially explaining, influencing and negotiating complex issues Energetic, forward-thinking, creative, and able to challenge assumptions while providing a high-quality work product Activity and resource planning. Cost estimating and budget. Risk management and mitigation tracking. Building out WBS. Business Experience Cloud Experience: Seneca Consulting/DLZP: Led project team responsible for information management, Big data stores, Machine Learning, Analytics, and Cognitive Services. In addition, led the team that conceived and implemented a workload analysis model for cloud computing and infra services. American Airlines: Led the Infra and cloud computing project team for Global Delivery starting from a customer requirements gathering, implementation strategy, go-live plan, training, and ultimately delivery. Deployed pilot workload migration to both Azure and AWS cloud environments. Established a DevTest Lab that moved into production with pilot workloads across both Cloud environments, including cloud Backup environments, respectively. Included in the Pilot plans were Information management, Big data stores, Machine Learning, Analytics, and Cognitive services. Machine Learning deployments with AWS Sagemaker and Azure MLOps. American Medical Response: Managed project for Data transformation (VM deployments, Networking, ExpressRoute) to include security, compliance, privacy, identity, Governance, and RBAC(role-based access control). Piloted Azure and AWS DevOps as a platform for onboarding new Ambulatory accounts with state and local governments. Used Agile planning tools to make the onboarding process faster and more reliable. BB&T Bank: Piloted Azure and AWS cloud storage for non-critical applications. Managed the Azure Active Directory integration with the existing o365 deployment. This project included File and Archive storage on both AWS (S3/EBS) and Azure (Blob). Insight Global: Responsible for heading cloud migration factory, which migrated more than 19,000 users from HP Hosted MSExchange to the G Suite. Responsible for the deployment of a Google Cloud (predecessor to GCP) environment for compute, storage and BigQuery. O365 / Microsoft 365 Experience: American Airlines: Member of transition team charged with change management moving 1,500 organization members from legacy local client MSOffice and Exchange tools over to o365, Skype for Business, and other MS Collaboration American Medical Response: o365 Migrations: Migrated 10,000 user, o365 and Exchange environments from acquired organizations into AMR(Parent company) existing o365 instance. Worked with MS FastTrack team. BB&T Bank: Migrated deployments across multiple bank sites for over 5,000 users that were not currently on the existing o365. Caliber Home Loans: Managed a team responsible for implementation of SharePoint, Lync/Skype for Business, Yammer, OneDrive for Business, AADP, AzRMS, MS Office/Office 365 migration from Exchange / local installations. PMO Experience: BB&T: Developed and manage a communications program to include developing and implementing an Executive Dashboard to report on key programs to senior management American Airlines: Recommended and lead efforts to streamline the organization's processes and establish best practices along with developing and maintaining project plans and coordinating project activities - tracking accomplishments and results of assigned resources Verizon: Provided thought leadership and lend insight to the strategic/operational initiatives as a part of preparing senior management presentations and other communications AT&T: Identified program risk, developed a risk management plan and actively managed risk throughout the program lifecycle, through this, oversaw the development of a new standardized project management methodology, toolset, and operational processes for the Customer Success Organization ATOS: Led the PMO related work for assigned Projects (e.g. related to creating, deploying, and monitoring compliance with PMO Governance and Framework Standards/Procedures) TEK Systems/Hewlett-Packard(HP): Responsible for establishing and spearheading PMO success criteria both with the client and internally. This included leading and driving the development of the program intake process including developing scope, schedule and cost Software Deployment/Deployment (SDLC): (notable projects): American Medical Response: Post merger, deployed Logis IDS, SaaS solution, across 26,000 end users in cost to coast locations including mobile ambulatory units. Developed Business Continuity/Disaster Recovery tools and processes. Integrated 3rd party SaaS tools for increased monitoring. Caliber Homer Loans: Evaluated all aspects of Win 2010 Pro implementation for 12,500 workstations nationwide to ensure a smooth migration. Formulated requirements, setup lab, formulated pilot plan, managed configuration changes, deployed using SCCM. Tools: SharePoint, SaaS, IaaS AT&T: Enhanced data security by migrating 30 highly confidential regional and global applications to leverage Symantec VIP two-factor authentication to over 40,000 employees in 20+ countries. Directed multiple overlapping migration waves by creating a repeatable deployment approach rolled out with 30 project teams in a highly matrixed organization. Gathered, Managed, and translated business requirements into technical requirements for SCRUM stories. TEK Systems: Growth through acquisition projects required deployment of core applications and tools. Identified newly gained framework, created transition plan, reviewed plan with board of directors for approval, created transition team through matrixed resources, piloted apps and tools, transitioned newly acquired company onto parent company platform. Banking and Finance Sector: Bank of America: Participated in Data Center exit of four major non-strategic data centers. Directed successful migration of critical production and contingency servers with no impact to business. Optimized data center consolidation by employing various migration strategies; such as virtualization, seed swing migration, fork-lift migration and server consolidation. Caliber Home Loans (US 3rd Largest Mortgage Lender): Orchestrated efforts of cross-functional teams within Critical Projects PMO, executing implementation of multiple large-scale infrastructure projects in high-volume, compressed-timeline environment, coupled with legal and regulatory prohibitions. Scope of projects and day-to-day operations includes managing infrastructure projects and coordinating with System and Database Administrators as well as Managed Hosting, Storage, Database, and application/support teams. Prepared, document and conducted Disaster Recovery exercises. Directed Production and Batch Support of mission-critical financial applications. BB&T: Facilitated, tracked and completed decommission of 500+ application instances and servers. Led the triage on the migration weekends to ensure prompt resolution of all issues and successful migration. Developed a dashboard tool based on the SharePoint repository to track progress of migration phases. Hosted weekly status calls with LOB senior management to provide project status, and highlight risks and issues BB&T: Spearheaded re-platform of a major Investment Banking application from Solaris to Linux. Managed migration of 300+ application instances from infrastructure discovery to execution phase. Participated in migration execution of 500+ application instances as migration specialist and triage lead. Healthcare Sector: AMR: Gathered and assessed needs from internal business units; created custom solutions to resolve issues, and developed functional specifications for the IT group. Automated time-consuming processes to drive gains in data tracking/accuracy, workgroup efficiency and profitability. ATOS: EPIC and eClinicalWorks infrastructure onboarding migration. 200 servers in an evergreen and virtualization effort by the client, transitioned infrastructure and applications from legacy datacenter into our redundant hardened datacenter. AMR: Helped introduce a new, reproducible software development methodology that contributed to higher-quality product releases and a 27% reduction in errors. AMR: Gathered and assessed needs from internal business units; created custom solutions to resolve issues, and developed functional specifications for IT group. Automated time-consuming processes to drive gains in data tracking/accuracy, workgroup efficiency and profitability. Molina HCS: Responsible for the day-to-day execution, project controls, project engineering, cost, risk and business management of multiple special services group projects. Established process improvements, standard operating procedures and best practices, as well as quality control recommendations. Blue Cross Blue Shield: Working through Cisco, gained additional familiarity with Cisco Contact Center (Cisco UCCE, UCCX, UCM), Healthcare EHR / CRM (EPIC and Cerner) systems and CRM systems, both SalesForce and ServiceNow Network Project Management: (notable projects): City of San Diego: Managed infrastructure project with a $1M+ budget. Led simultaneous decommission of outsourced managed data center and build of cloud infrastructure. Project reduced current expenditure of $2.1M down to $950,000. PepsiCo: Transitioned Tier1 Network support from current vendor to HCL. Led team of 14 on and offshore resources, created maintenance window transition plan network infrastructure components, identified handover documentation, quality and risk analysis, script testing and pilots, HCL resource training and end user experience monitoring. HP: Network transformation project to migrate existing clients off of legacy EDS network and circuits onto HP infrastructure. Led team in assessing legacy EDS circuits, forecasting HP network capacity, risk mitigation planning, creating transition plan, communicating with impacted clients, executing transition and decommissioning legacy circuits. Newt Global: Architecture standardization initiative across 5 data centers. Responsible for network circuits, load balancers, firewalls and other network components, built lab to test proposed architecture, worked with LoB’s and Application Owners to improve and develop requirements, implemented configuration changes, executed the implementation plan. Waterfall / PMI Project Manager: Drove overall strategic direction of the program; aligning to the business strategy, both internally and from client perspective. Defined the goals and objectives for a specific program and defined individual team member’s roles and responsibilities for the duration of the project Managed the daily/weekly project team assignments and monitored progress against the work plan to assure that objectives were met within the prescribed time, cost, and quality measures. Met financial objectives by forecasting requirements; preparing a program budget by consolidating financials from individual projects; scheduling expenditures; analyzing variances; initiating corrective actions Continual identification, qualification and tracking of risks, defining mitigation and contingency plans, assigning appropriate resources, and constantly communicating status. Responsible for the smooth transition through each phase of the project and proper communication between the various groups, setting clear expectations and holding individuals accountable for their responsibilities on the program / projects Agile / Scrum Master: As a Scrum Master, provided leadership and coaching to enable effective collaboration and self-organization of software development teams and QA teams to include leading and monitoring the daily Scrum, worked closely with the Product Owner while collaborating with the business and the Scrum team. Executed Scrum tasks across multiple teams and provided direct team support on improving team planning skills, adherence to the various ceremonies and cadence of daily, iteration, and release-level meetings. Served as the primary interface with stakeholders and the project sponsor to ensure objectives and customer-focused requirements were defined and aligned with company directions. Highly capable to marry 10+ years’ worth of soft skills with the latest Agile tools and methods. As software projects have many moving parts, and individual programmers can quickly lose sight of the broader scope when heads-down in code, I am able to maintain a high-level view, helping teams to understand both organizational and technical dependencies while avoiding chokepoints. Ultimately I create a culture of accountability and enables teams to meet critical deadlines. Working with various Product Owners I support them in unveiling methods to more effectively manage the product backlog, help communicate the owner’s wish list to the project team, arranging and optimizing product backlog, and host scrum ceremonies and events as necessary. Within all previous Scrum Master engagements, I led and coached scrum adoption, planned scrum implementation on an enterprise level, implemented changes and steps to increase the team’s productivity, and collaborated with other scrum masters to improve the methodologies’ efficiency. Infrastructure Project Management Experience: Most commonly used tools: Plate Spin and vSphere for the migration and transformation (P2V); VCE vBlock and Cloud technologies for the Transformed environment; and Hitachi for Storage and TSM and NetBackup for backup solutions. Directed and monitored activities for large, high risk, technology-based projects from initiation to delivery. Acted as an internal consultant to re-engineer processes for greater efficiency and cost reductions. Some of these included Off-shore Application development, Cloud computing platforms, MS Exchange to Google based email initiatives. Gained extensive experience with Knowledge of VMWare, SAN storage, backup technologies, high-availability design and disaster recovery. working with telco’s and multiple WAN technologies, Windows Server, servers & switches, multi-site VPN and firewall configurations using Cisco, HP, Sun, UNIX, Nortel, and others. Responsible for ensuring the project team utilized IT defined tools and standards, processes and procedures to include Troubleshooting skills: Routing: BGP, OSPF, EIGRP; Switching: RSTP, PVST, VTP, FHRP; Cisco WLC, Meraki; Palo Alto and Cisco ASA: IPSec tunnels, security policies, NAT, traffic monitoring, bandwidth throttling ICE and TACACS Cloud Experience: Azure, AWS, Google (GCP), Enterprise Cloud Application Migration, IaaS, strong background with databases, servers, applications and understanding of the interconnection between environments. IT Security Operations Management Platform: Created new platform in the Security Operations Center to help with incidents, events, metrics, and reporting Responsible for project oversight, governance, and status reporting using the approved ITS methodology As a part of the datacenter migration project, troubleshoot and assist in repairing various access control systems, IP video surveillance systems, CCTV systems, intrusion systems and networking equipment. Planned and managed the delivery of InfoSec roadmap projects and initiatives. Proactively identified risks and issues on projects - led teams to develop risk and issue management plans Independently and actively managed projects (issue escalations, change requests, schedule changes, etc.) Created Project plans and assisted with monitoring and tracking of Cyber Security solutions with focus on external and internal stakeholder congruity and other key metrics Process Improvement: BB&T Bank: Improved organization-wide change control process (CAB), deployment issues tracking, inventory management and ordering, and scheduling through Excel automation that standardized deliveries, addressed trends in vendor performance, created project deployment views and accuracy. Tools: Visio, Clarity PPM TEK Systems/Hewlett-Packard(HP): Served as Six Sigma Project Champion to reduce picking errors to less than 3% of throughput and implemented a KPI executive dashboard. Tools: Jira, Service Now Insight Global/Hyland Software: Assessed and analyzed opportunities for improvement within the organization and facilitated staff education to achieve predicted outcomes in conjunction with Line of Business (LoB) Managers, while adhering to ITIL best practices. Acquisitions: American Airlines/US Airways Led a team as part of the continuing effort to migrate US Airways EOL infrastructure to AA new/existing infrastructure. In effort to migrate key applications to the Azure Cloud, as apart of the merger closeout and cost saving long-term initiative. Hyland Software/Alfresco Led a team to migrate Alfresco Salesforce/FinancialForce, Dynamic365/GP and NetSuite into the Hyland instances and/or environment. The underlying goal was to maintain business continuity, software service support, and cause minimal impact on the customer experience. American Medical Response/Rural Metro Led a team to consolidate both data centers and 24/7 contact/call centers into a cloud infrastructure. At the beginning of the acquisition the merged company had 70 contact/call centers and 13 datacenters. By the completion of the project, the team was able to reduce the Contact/Call centers to 5, and Datacenters down to 2, one being a primary datacenter the other a disaster recovery datacenter. BB&T/Suntrust In preparation for the BBT acquisition of Suntrust, the team migrated the current BBT datacenter from its current location to a location that was smaller in size but offer higher capacity by way of virtualization and Azure & AWS cloud technologies. Ultimately moving 4,000 servers and 300 applications to be either virtualized or migrated to the cloud. Verizon/Frontier Verizon sold a 14 state territory to Frontier. In doing this I led a team to build out a new datacenter and call center. Once complete my team would ultimately move partial infrastructure and applications from 5 separate datacenters into the new greenfield datacenter. Cadbury/Kraft In preparation for the Cadbury sale of Kraft, my team migrated from physical MSExchange to G-Suite apps for both email and collaboration tools. HP/EDS - Acquisition Led a team of engineers to migrate a portfolio of clients from EDS datacenters onto the HP network and datacenters. Change Management: American Airlines: Developed a leadership alignment approach and employee communication plan, which increased the awareness and adoption of significant organizational restructuring. American Medical Response: Developed policies and procedures for implementing changes to the production IT environment, including risk analysis/mitigation, technical documentation, communication plans, implementation / back-out plans, and change calendar. BB&T Bank: Collaborated with support and development teams to create and author Production Readiness process and documentation decreasing implementation issues/errors, reducing application and system downtime, and increasing resolution capability. Verizon: Tracked all IT production changes and reported completion rate, success rate, resources required, and production outages. Service Delivery: American Airlines: Implemented process-oriented workstreams for service delivery. American Medical Response: Merged three disparate service request systems into a single solution for the entire company. Created rigorous and comprehensive quality assurance programs to provide timely and quality-based customer solutions/implementations. AT&T: Successfully managed staff to meet new clients' needs, including hiring, client reassignment, and training facilitation. Verizon: Met with internal/external customers to consult on technical solutions, project planning, issue resolution, and implementation assessments.