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Sofia Taczala 309
Clarkson Circle Thornton, CO 80001
(Steve) 303.304.9876
sofiataczala@live.com
Global
Enterprise Operations Senior Leader with more than 15
years of comprehensiveexperienceproducing and directing talented,
results-oriented teams that work cohesively to attain organizational goals.Demonstrated
Skills in strategic planning and thought leadership, delivering consistent cost
savings through combination of business needs analysis, technical needs assessment,
and process improvement.Strong ability to identify deficiencies and implement
innovative solutions. Exemplary track record building profitable alliances with
global vendors and suppliers.
Professional Experience
Infocrossing,
Inc. (A Wipro Company), Broomfield, CO 2009 – 2011
Provides end-to-end
IT infrastructure outsourcing management across six global data centers.
Senior Director – IT
Planning &Network Operations(07/10-12/11)
Chosen to buildan IT Planning Organization of
6 diverse teams and 86 direct/indirect reports to develop and maintain
processes and disciplines around financial controls; strategic supplier
management; SLA and Metric reporting; service management strategy and tools deployment
- based on ITIL framework and governance; and Open Systems Monitoring and
Security. Retained oversight of Network
Operations.
u Reduced
expenses and project budgets significantly; day one investment of new data
center by $5.4M, annual SW/HW maintenance expenses by 20% or $12M, annual network
operation expenses by $750K annually.
u Developed
and implemented P&L Budget and Actual workflow and reporting process; retooling
4 organizational P&L’s into 23, managing $20M in Capital and $120M in
operating expenses.
u Collaborated
with Sales, Integrations, and Delivery to centralize and streamline planning
and acquisition of technology and services, aiding on-time and on-budget customer
migrations, with multi-million dollar budgets, and aggressive commitments.
u Drove
review of operating margin analysis, and instituted monthly reviews; built
transformation plan to isolate unprofitability, collaborated with delivery managers
and built strategy to reverse contributing areas.
u Led
initiative in re-design of PPM tool; developed staffing utilization models that
presented executive views, resulting in proper labor triage to leverage
efficiencies; taking on more workload with same amount of people.
u Directed
governance team managing IT service management project tasks including the
assessment, strategy, design and implementation for process areas of Service
Desk, together withIncident, Escalation and Change Management.
Technical Director –
Network Services(06/09-07/10)
Directed
global team of 28direct/indirect Network Architects and operational engineers
across 5 Data Centers, including an offshore team in India.Accountable for increasing
customer satisfaction for more than 100+ clients, providing 7x24 operations.
u Led
initial organizational restructuring into a “Plan, Build, Run” staffing model
that leveraged talent more efficiently to deliver improved responses and output
to critical incidents and projects.
u Improved
MTTR from 97.5% to 99.98% uptime through implementation of continuous
improvement culture and rigorous metric and process corrections.
® Managed
team that re-engineered a global network infrastructure, eliminating single
points of failure.
® Created
standard repeatable architectures for use with internal and customer facing
services to gain economies of scale on support and simultaneously improving
stability.
u Heavily
involved in resolving escalated issues with distressed customers; analyzed
issues and developed solutions, presented to customer executives.
u Increased
staff retention by nearly 75% and saved an estimated $285,000 annually in
recruiting and training costs; instituted a number of employee development
programs.
u
Managed growth ofnew
businessdemand while gaining synergies in people and processes,without adding
staff.
Level
3 Communications, Broomfield, CO 1998 – 2008
A
$4B Company operating one of the world’s largest (IP)-based fiber-optic
networks.
Earned
numerous awards and recognitions over decade-long career of progressive
responsibility with performance based promotions, including Circle of
Excellence (2001 & 2003) and Peak Expansion awards.
IT Senior Director
– Business Operations(10/06-12/08)
Recruited internally to oversee centralization of financial and resource-planning activities across IT,
consisting of 35 P&L organizations and more than 900 resources. Drove business case analysis, conducted
formal Portfolio and Resource Management reviews, and established Metric and
Performance Dashboard development. Member
of strategic sourcing council.
u Consistently
orchestrated cost savings throughout tenure by restructuring operations,
driving further efficiencies in staff and delivering projects under budget to
achieve corporate goals.
® Facilitated
$15M savings in storage costs by serving as key participant in technology
evolution upgrades of Wintel Server OSs, from Windows NT and 2000 to Windows
2003 as well as upgrades of Desktop/Laptop OSs from Windows 95 to XP then
Vista. Efforts enabled deployment of
Managed Mail services significantly reducing need to expand storage with
ability to forecast growth.
® Reduced
operating expenses by $8.4M over three-years by negotiating Microsoft
Enterprise Agreement; included additional consolidation of four acquired
companies. Gained and utilized clear understanding of legal terminology used to
obtain discounts and successfully negotiated amendment to legal jargon
(traditionally rarely accepted by MS). Three-month
negotiation recognized by Microsoft for knowledge expertise.
® Cost
avoidance of $2.5M or 10% of annual capital spending conceiving portfolio
pricing and negotiated adoption by Hewlett-Packard. Achieved
industry leading discounts recognized by VAR.
u
Driving contributor
towards alignment of Primavera PPM tool with financial metrics and reports; used
by senior management as the basis for operational reviews.
u
Built functional and
financial model to negotiate with BPO partners; reduced $2.8M in
support costs annually by applying cost knowledge and operational expertise.
u
Gained executive management
approval for $6.5M focused on development of business plan to maintain
operational stability and focused on long term cost reductions.
IT Director
– Wintel Hosting Services(11/02 – 10/06)
Promoted to transformglobal organization and
establish framework for delivering infrastructure support and services for
Wintel platform, including development, test, and production, collaboration
services, storage, and business revenue systems within a secure,
high-availability environment.Led team of 21 direct/indirectpersonnel with
P&L up to $15M and capital spend of $5M.
u Improved
production availability from 98.5% to 99.992% upon taking over Wintel Services
organization through numerous operational improvements including Statistical
Process Control, Six Sigma, Service Improvement plans (SIP), and weekly
operational reviews for more than 500 servers.
u Chaired
committee tasked with defining measurement components of customer experience,
operational efficiency and financial performance. Authored service level
definitions and spearheaded corporate-wide metric adoption that drove standardization
and efficiency across the enterprise to improve both resolution times and
customer satisfaction.
u Successfully
maneuvered through 6 mergers/acquisitions and 3 divestures while managing
Wintel Hosting Services Team including downsizing and rightsizing of several
data centers into two primary data centers, with one consolidation generating
$14M cost avoidance while reclaiming over $500K in re-deployable capital
assets.
® Led
development of TSA (Transitional Services Agreement) for divestitures outlining
fee-based services, including legal language, reclaiming operational expenses
of labor and hosting services for term of transition. Awarded
responsibility two times based on in-depth knowledge of businesses in all
scales.
u Served
as Software License Compliance Expert ; overcame legal bout with software
manufacturer, avoided $1.2M in license maintenance expenses and further reduced
maintenance commitments by $3.1M, through rigor analysis and training technical
staff.
IT Senior
Manager – End User Services(07/98 – 11/02)
Recruited
to lead successful turnaround of failing service delivery within an accelerated
hiring campaign.Managed rapid deployment of desktop systems, assured delivery
of client services supporting all company
users, and conducted vendor sourcing with
procurement responsibilities. Led team
of 18 direct/indirect personnel, P&L of $6M with capital spend of $20M.
u Instrumental
in leading corporate directive to construct a fiber optic IP backbone within
two years while adding approximately 200+ staff members per month.
® Recruited
additional staff capable of working in fast-paced environment; identified
weaknesses and implemented new processes to accurately delivery newly configured
PCs on timely basis, enabling productivity of new hires day one and maintained
2% issue rate despite extremely rapid growth.
u
Designed and established
distribution warehouse with inventory control, deployment process, and in-house
break/fix depot operations.
u Led
process re-design for Remedy trouble ticketing system, streamlining workflow,
improving data integrity, and achieving unified reporting. Eventually
adopted by entire enterprise.
u Drove
immediate problem resolution and greater functionality/ease of use by
contributing to development of 24x7 (eventually became 5 x 12) online help
system via web-based interface architecture. System provided auto generation of
Remedy tickets routed to appropriate teams.
u Proactively
led resolution of identified issue during construction of new corporate
facilityrelated to severely impacted or limited cellular service indoors.
Negotiated with AT&T to install “leaky coax” throughout facility at no
cost, and worked with Sprint to install tower on campus at no charge.
YES!
Entertainment, Pleasanton,
CA 1996
to 1998
Director
- Information Systems
u Hired to scale up infrastructure while maximizing uptime by
recommending improved network technologies. Maintained all network
documentation, hardware/software assets and inventory controls. Supervised
three direct reports in US and one in Hong Kong.
u Developed three-year strategic plan and effectively served
as head of IS Steering Committee to align technology and expense control to
company’s business needs.
u Provided secured network access for users in Hong Kong
facility by designing, documenting and implementing Virtual Private Network
(VPN) to provide secured network access.
Metropolitan
Fiber Systems, San Ramon, CA 1995
to 1996
Regional
Manager - Information Systems
u Provided deep functional/technical expertise to team for
applications, products, infrastructure and workflow processes. Led organization
responsible for providing IT operational services to two headquarters and 17
remote branch locations, approximately 650 end users.
Prior positions include:
Network
Supervisor - Information Systems – YES! Entertainment, Pleasanton, CA 1992 to 1995
Systems
Engineer & Integrator – CompuCom Systems, Oakland, CA 1990 to 1992
Micro
Computer Analyst – World Savings & Loan, Oakland, CA 1988 to 1990
Network
Planning Analyst – Great Western Bank, Castro Valley, CA 1986 to 1988
Education
Ohlone College – Business Supervision
& Management
Rockhurst University
– Continued
Education Center – Leadership Development; How to be a Highly Successful Team
Leader; Highly Effective Criticism& Discipline; Effective Negotiations
Growth Harbinger
Program
for Wipro High Performer (Harvard Business collaboration)
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