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IT Professional Resume
PEATER MICHAEL ZAJON
12512 Bistol Court · Gorgia 18512
DHS Secret Clearance -
Active
521-721-3221 ·peater_zajon@hotmail.com
Senior it leader
Solutions-focused, decisive, and
accountable senior IT leader providing
more than 20 years of dynamic leadership experience. Offer proven track record
of developing and implementing technical solutions to support revenue
increases, cost reductions, and performance improvements. Excel at turning
around troubled contracts by driving effective change, inspiring teams to
deliver top performance, and utilizing extensive business expertise. Devise and
execute multifaceted strategic plans to support operations with strong IT infrastructures. Demonstrate attention to
detail while maintaining big-picture perspective and commitment to meeting
organizational goals and customer expectations. Exhibit acute problem-solving
and communication abilities. Possess Secret and Public Trust Clearance.
Additional expertise:
·
Change
Management
·
Project
Management
·
IT Infrastructure & Design
·
IT Strategy
·
Operations
Management
·
Process
Improvement
·
Business
Development
|
·
Network
Administration
·
Needs
Assessment
·
Deployments
& Migrations
·
Quality
Assurance
·
Outsourcing
·
Vendor
& Client Relations
·
Risk
Management
|
·
Start-Ups
& Turnarounds
·
Cost
Control
·
Budgeting
·
Cost
& Benefit Analysis
·
Team
Leadership
·
Client
Relations
·
Negotiations
|
-- Education --
MS, Information Technology: University of
Maryland University College
BS, Computer Networking:Strayer University
CIO Certificate in Federal Executive
Competencies: General Services Administration CIO University
CIO
Executive Certificate: University of Maryland University
College
-- Career Progression --
FedSys, Inc.· Arlington,
Virginia
2011-Present
Service-disabled veteran-owned small
business specializing in support to intelligence, rule of law, languages, and IT with 420+ employees
worldwide.
Director of IT and Program Manager
Oversee portfolio of IT programs and contracts. Devise and
implement strategies to develop new business and grow IT practice. Design all marketing material, including
factsheets.
·
Coordinated
and executed unprecedented IT QA plan.
·
Performed
as primary lead in developing proposal for EAGLE II contract (award pending for
June with overall value of $45B) and Criminal Justice Support Contract (CJPS)
(award pending for June with overall value of $50B).
·
Devised corporate IT
certification plan for ISO 9001:2008 and 20,000 to baseline company according
to government expectations.
·
Established
PMO to support all existing and future programs.
Computer Sciences Corporation (CSC)· Falls Church,
Virginia; Lanham,
Maryland
2007-2011
Leading global consulting, systems
integration, and outsourcing company with 92,000 employees in 80 countries
worldwide.
Director and System Development Group
Manager (2010-2011), CSC
Served in key leadership role for
Information Technology Infrastructure Program (ITIP) which is $500M
Transportation Security Administration (TSA) contract. Led team of 28
developers providing 24x7x365 operational and development support for TSA’s114
custom Microsoft Windows applications, 171 printer servers, 11 file servers, 23
Oracle databases, and all middleware. Oversaw application support for Tier-2
triage, systemic troubleshooting, and escalation to Tier-3.
Headed all Tier-3 break/fix activities
as well as all support for managed application services, software, software
maintenance, release management, application engineering, and quality
assurance.Directed development and execution of application systems and support
services strategic plan. Interfaced directly with TSA counterpart regularly to
maintain contractual obligations, address customer issues, and provide proper
stakeholder management. Managed vendor relations and schedules.
·
Effectively
resolved custom application systemic problems for first time in several years
by directing team in identifying root cause of existing 2-year systemic problem
that led to major outage every 2 to 4 hours on critical TSA application.
o
Traced root cause to vendor tasked with developing custom
application that involved malfunctioning session connection between IIS and
Oracle database, establishing forensic data to force vendor to resolve problem
and leading to emergency patch.
o Established internal
program that focused on identifying root issues for all misbehaving custom
applications.
·
Played
integral role in successfully transitioning current operations from incumbent
contractor to CSC without experiencing major issues or service outages through
key leadership of small team charged with creating service delivery transition
plan that included developing and documenting discovery and knowledge transfer
questions.
·
Assisted
in passing government’s executive Operational Readiness Review (ORR) that
officially marked successful transition of all contracted support services from
incumbent contractor to CSC without major issues or service outages by
directing transition team in developing Operational Readiness Assessment (ORA)
plan.
Transition Manager, Custom Border and
Patrol Raytheon Contract (2010), CSC
Supplied subject matter expertise to
senior management team to support achievement of contract award.Successfully
positioned CSC by attending all negotiation, financial, and business
requirement meetings.Delivered project and program management services,
including developing and maintaining transition project plan to migrate
incumbent data center to CSC data center.Led various engineering teams.
Minimized costs through earned value reporting.
·
Drove
successful data center migration by providing transition management services.
·
Earned
CSC award for extraordinary efforts and dedication to achieving program
success.
Engineering Senior Manager (2008-2010),
CSC
Directed engineering department
comprised of 5 technical teams with 57 direct reports for American Red Cross
data center migration and support program. Administered $7.6M operational
budget while providing earned value management and reporting. Managed 1,117
servers and other infrastructure monitoring devices between 3 geographically
dispersed data centers. Established schedules, time-phased budgets, processes,
and procedures to collect progress and cost information for all projects,
programs, and portfolios.
Devised, documented, and implemented
strategies to enhance performance, maintain staff skills, address operational
gaps, and determine mitigations for infrastructure risks. Led teams in
identifying operation process and procedure gaps followed by documenting
standard operating procedures (SOPs); selected, hired, trained, and evaluated
employees. Managed employee performance and compensation according to allocated
budgets and guidelines.Handled subcontracting vendor relations.Ensured FDA
compliance with Code of Federal Regulations in support of blood manufacturing,
biologics, and medical devices by training and managing associated systems and
staff.
·
Realized
95% of all revenue on $101M contract within 5 years.
·
Decreased
personnel costs by reducing headcount, increased productivity and response
times with fewer resources, and realigned resource skill sets with actual
account requirements by spearheading computing systems & services team
tasked with turning around and stabilizing current contract and customer IT infrastructure.
·
Maintained
proper customer billing, accurate device monitoring, and contractual adherence
through directing creation of home-grown tools and evergreen processes for
remote monitoring systems and local account asset list.
·
Avoided
legal action from customer for breach of contract as well as eliminated root
cause of quality, productivity, and performance problems by directing team in
reengineering quality assurance plan and reorganizing existing quality
assurance team to provide SOP document quality control, approval process with
both vendor and customer leadership, and training.
·
Reduced
personnel expenses by $1.5M and increased productivity with fewer staff,
returning contract to profitability after being in red for 14 months, through
developing and executing strategic plan.
·
Resolved
account back-up and restore failure rates via overseeing related team in
coordinating strategy, increasing success rate from 78% to greater than 99%
(with industry standard of 95%).
Program Management Principal Leader
(2007-2008), CSC
Drove achievement of cost, performance,
and quality goals of CSC and IRS for large, complex, multi-account, IRS PRIME
contract worth $5B over 15-year period.Ensured on-time, on-budget completion of
projects within $20M portfolio through effective planning, tracking, and
oversight. Developed, managed, monitored, and reported progress of spend plan
or earned value management to senior leadership on weekly basis. Established
schedules, time-phased budgets, processes, and procedures to collect progress
and cost data.
·
Transformed
inherently weak matrix organization into strong matrix project team with more
authority and control over resources for project and program manager, more
committed resources, and PMO support to enable completion of projects.
·
Championed
development of home-grown earned value management tools using Microsoft Office
to report data to customers on predetermined recurring basis, avoiding need to
purchase expensive earned value management tools.
InDyne, Inc.· Reston,
Virginia
2006-2007
High-technology firm specializing in IT, science and
engineering, and technical and administrative services.
Senior Project Manager
Directed program resources in achieving
cost, performance, and quality objectives of InDyne and NASA for large,
complex, multi-account NASA headquarters IT
support services (HITSS) contract worth more than $90M over 5-year period. Led
project planning, tracking, and management to ensure on-time, on-budget
completion.
·
Expertly
managed $1.3M NASA IT project portfolio,
along with core deliverables within primary contract.
·
Oversaw
team tasked with developing security processes, procedures, and policies for
NASA in response to OMB Memorandum-16 “Protection of Sensitive Agency
Information,” which helped secure NASA’s data concerning people, projects, and
assets.
INFONETIC· Lanham,
Maryland
2005-2006
Professional services firm providing IT, program technical
and administrative support, and e-commerce outsourcing solutions to federal
government agencies and private sector companies.
IT Manager
Led staff of 5 IT developers and systems engineers in maintaining and improving
INFONETIC’s enterprise to realize cost, performance, and quality goals for
large, complex, multi-account. Selected, hired, trained, and managed
performance of employees. Prepared, recommended, and directed development of
operation and personnel budget and associated analysis.
·
Met
all target response times on helpdesk tickets through directing Tier-1, -2, and
-3 support team in providing WAN and LAN infrastructure operations and maintenance
support to 600 remote users.
·
Maintained
97% up-time on 85 production servers in IT
enterprise infrastructure while directing team of systems professionals.
·
Decreased
operations and management Internet and telecommunications costs by $82K,
allowing 1 resource team member to remain employed during period of dramatic
corporate cost cuts.
-- Additional Summarized Positions --
District of Columbia·Program Manager
·
Developed
5-year IT budget plan for 11 district
agehttps://docs.google.com/uc?id=1bJcHVpxR6zgx-XGfJx2AhqJaxVq5ymMA&export=downloadncy directors, enabling them to successfully defend their requests to fund
vital IT projects for their agency to
fulfill its mission.
·
Successfully
managed $41M project portfolio comprised of 28 capital IT projects representing 11 critical district agencies; all
projects were completed on time and within budget.
·
Enabled
District Department of Transportation Agency to determine which IT projects to fund within next 5 years
through leading major effort to conduct business process assessment and
reengineering.
Eastman Kodak·Senior Network
Engineer
·
Improved
data center service reliability from 60% to 99.999% providing full redundancy
to efficiently handle WAN traffic for 20 million members using Picture Vision,
Kodak, and AOL’s “You’ve Got Pictures” by directing redesign of WAN IT infrastructure.
·
Enabled
Kodak to become 1 step closer to single sign-on security solution through
leading design and implementation of network security management systems to
centralize authentication, authorization, and accounting.
·
Increased
security, shortened response times to events, and dramatically improved network
performance by overseeing development and implementation of enterprise network
monitoring systems.
·
Dramatically
enhanced performance and productivity via leading improvements to corporate
incident and problem management processes, including best practices framework
providing multi-tiered IT support
services.
Also previously served as Network
Engineer at Acuity Tech, LLC, Engineer I at Contel Federal Systems, and Prime
Production Specialist in US Army.
-- Professional Development --
Certifications: Project Management
Professional (PMP), ITILv3 Foundation, CCNA, CCNP, CNA, MCSE
Training: SEI CMMI, Primary
Leadership Development Course, Basic Non-Commissioned Officers Course
Technical Expertise: Solaris 8, 9, 10;
Windows Sever (NT4, 2000, 2003, 2007); Cisco Routers, Switches, Load Balancer;
Cisco Content Switches, Gateway, Firewalls; CiscoWorks; Tivoli; SAN and
Storage; TCP/IP; DNA; AD; WINS; DDNS; SNMP (2 and 3); EIGRP; OSPF; BGP; RIP (1
and 2); Cisco ACS, along with TACACS+ and Radius; IGRP
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