Corporate real estate footprint reduction project created opportunity to rethink on premise data centers. Existing data center infrastructure was aging and need of upgrade due to multi-year budget constraints. Analysis of current year operating costs versus replacement with higher density modern infrastructure components (e.g., servers, storage, networking) was favorable. Developed and presented compelling $1.8 million capital plan. Plan was approved. ROI on capital investment was 58% with a 2-year payback. Post-implementation operating costs were reduced by $1.1 million annually through consolidation, footprint reduction and lower power consumption.
Decision to move corporate data center to traditional co-location facility to improve resiliency. Relocation was constrained to a single weekend to minimize business impact from system downtime. Developed plan to stage net new infrastructure in parallel with existing infrastructure. Systems and data were replicated to new infrastructure at LAN speed. Once initial seeding was complete, the new infrastructure was moved to the co-location facility, installed and kept synchronized via WAN replication. When it came time to execute the actual relocation, systems and data were quiesced, replication was stopped and production operation was transferred to the new infrastructure. Including 300 equipment items de-installed, trucked and reinstalled in the new facility, 97% of all business systems were back in full operation in under 50 hours. The move executed so well, most users saw no impact to their work or operations at all.
Legacy business acquisitions had led to a disjointed set of business development tools (opportunity management, forecasting, pipeline analysis, etc.). Marketing activities were not synchronized across business units and no centralized customer support model existed. Partnered with key stakeholders to select and implement a Customer Relationship Management solution. Established procurement approach, developed solution requirements, solicited proposals from multiple vendors and selected solution. Infrastructure buildout and solution launch completed in under 6 months. Solution allowed divestment of legacy tools across the business, consolidated opportunity management and forecasting into a single dashboard. Increased forecasting accuracy by 40%.
Publicly traded companies must comply with the Sarbanes–Oxley Act of 2002. Previous internal audits revealed gaps in a workflow designed to provide user access to information technology resources.
Chartered cross-functional team consisting of stakeholders from HR, legal, compliance and IT. Reviewed compliance requirements against existing processes. With process deficiencies identified, iteratively developed and rolled out new automated workflows to address compliance issues. Subsequent internal and external audits revealed no discrepancies in process or documentation related to granting user access to information technology resources.
Company’s desktop support team was poorly managed and using dated processes and techniques that impeded service delivery. Challenged current manager to turn service delivery around and established “get well” date, which came and went. Weighed risk/reward of outsourcing desktop support. Cost reduction was modest (less than 10%), but potential of service level improvement was high. Authored scope document, solicited competitive bids and selected outsourcing partner. On outsourced day one, there were more than 600 backlogged tickets to be serviced by the new team. By day 90, there were less than 200 and service level improvements have continued ever since.