Foreign country did not have the emergency response infrastructure in place to meet the requirements to host the a world cup game. A limited timeframe to implement a data center for sustained emergency management operations, geopolitical sentiment and government mandates to employ in-country personnel challenged the project.

Assessed the requirements, determined a project plan, defined the emergency framework solution components, identified internal and external resources and built prime and subcontractor relationships that adhered to government regulations. Led the integration and testing of all data center services in the virtual emergency operations center (EOC). The data center complied and disaster management requirements achieving 100% operational status three months prior to the games. The plan proved successful in use by the international government in preparation and response to various manmade and natural disasters.

The project fulfilled a $30 million investment in the security infrastructure of an international government.

Data centers in specific locations in the US did not operate at optimum efficiency. The company culture ran on fears of employment changes, which hindered improvement.

Achieved employee buy-in and weakened the resistance to change by broadcasting the vision for the organization and IT. Conducted a data center analysis and developed a data center and operations consolidation plan. Provided company and customer notifications, solved business and cultural concerns and completely consolidated all operations into the one location.

By consolidating the data centers including the network, servers, floor space, human resources and power reductions led to a 37% reduction in costs.

An 18-month cycle of stagnant company revenue indicated that existing products needed modernization to improve revenue. The provider spent $60 million on software and specialized devices to automate life safety inspections. However, the tools did not achieve the anticipated results. The analysis of the proposed solutions indicated a 50% labor savings, a major issue for the existing management team.

Evaluated conditions with customer-facing business units to determine the best approach to address the issue. Collaborated with key regional leaders to present the information to mitigate negative feedback from the customer’s prior spending. Negotiated the agreement in which the firm funded half the product development costs and assisted with the design and testing in exchange for five years of discounted rates.

The efforts realized a 40% growth in revenue.

The customer engaged the competitor for 18 months, spending more than $4 million and achieving no results to reduce the dependency on an outsourced provider. Three main obstacles hindered the project. The new system required real time collection of call data. The current outsource provider knew that success meant the end of the existing highly profitable contract. The need to roll out the solution to multiple markets with no loss of billing records challenged the project.

Assessed conditions to gain understanding, designed and formulated a solution, assembled a solution development team to create the program and cultivated alliances with customer leadership and the outsourced provider to generate support of the current system during implementation of a new system. In six months, completed the custom application development, system integration, switch data backup and high-availability test. Won approval from the CEO to implement the system into production. Developed and executed a production plan including the IT infrastructure, operations and training. Completed production roll out of a new bill and rate plan system across all markets in four months.

The cost of monthly billing dropped, leading to an estimated annual savings of $181 million.

The company experienced higher than normal costs for maintaining technology infrastructure and needed to handle an extremely large user base, standard build requirements and 508-C disability mandates. A manual desktop asset management process limited the ability to monitor and manage the assets adequately. Antiquated technology across the enterprise further hampered improvement.

Aligned technology refresh schedule with the budget, reviewed network capabilities and the IT support staff skills. Designed and implemented integrated set network discovery, automated deployment and asset management tools to meet initial technology and cost requirements while enhancing operating effectiveness.

As a result, reduced the technology refresh times from 24 months to six months and dropped the costs of lifecycle asset management 18%.

The multiyear, multimillion-dollar, strategic outsourcing midrange systems contracts operated 35% below target gross profit margin. The company suffered from low customer acquisition and retention due to price increases. The outsourcing culture mainframe-based and slow to adapt to the rapidly changing midrange server market hampered improvements.

Analyzed current midrange hosting contracts, technology refresh agreements, staff and training development plans. The company used the new midrange service contracts as the baseline from which to deliver future midrange service contracts.

Secured two, high profile, five-year midrange hosting contracts resulting in $40 million revenue to meet all gross profit margin goals.