• Responsible for 1.1 million dollar annual department budget including parts procurement, outside vendor services, and staff. • Redesigned workflow to ITIL based standards, including help desk management. • Improved internal employment survey scores by 25% to establish the highest scores in the department. • Reduced service requests from 2 week average to same day service within 1 year, and continued to provide 4 hours average resolution to service requests. This team work allowed us to exceed department SLAs consistently for over 18 months. • Established Nurse Leadership communications with Information Systems by deploying transparent web based ticket tracking and problem resolution. • Created workflow documents focusing on efficiencies and effective movement of responsibilities from one functional area to another. • Conduct needs analysis based on Information Systems best practices and steered IS department to meet those standards. • Assessed employee and client training needs. Work with current staff to regularly develop training guides. • Consult with Director of Methodist in relation to allowing the department to meet its goals and objectives through a refocus on efficiencies and adopting Best Practice standards. • Analyze and evaluate ticket tracking data, call record data, and product replacement data to align with workflow goals. • Managed 11 person team of help desk and field techs over 3 major campuses and 4 minor campus locations throughout South Dallas • Responsible for a user group of 5000 + doctors, nurses, and care givers, 250 + servers, and 2500 network enabled devices both wired and wireless, laptop and desktops. • Developed the Operations staff of 11 members with a focus on enhancing skill sets in networking, trouble shooting, control panel, and intermediate desktop support skill sets to better handle a new role of supporting the user community.

• Managed several projects transitioning IT helpdesk from clients locations to FCG location and data center in Nashville TN. • Responsible for projects ranging from $16 million to $280 million dollar level scopes with tight deadlines. Designed, developed, and controlled projects of large magnitude. • Conducted business analysis engagements at client sites. Recommended and implemented improvements in incident management, change management and problem management under the ITIL guidelines. • Map existing customer processes to IT Best Practices. Articulate and document the strategy, roles and tools needed to move customers forward. Help our customers properly manage, staff and deploy IT Service Management projects. Documented a systematic process to set up a client on the incident and change management system - Remedy.

• Promoted to Operations to define, staff across multiple states, and manage a new department within EarthLink called Sustaining Engineering. This department developed by me was from the ground up and built from scratch including hiring the right people. • Delivered $20.1 million /month reduction in support costs by building system wide tools used by external customers, customer service, and support personnel. • Directed the implementation and creation of two ticket tracking systems within Operations. These systems captured issues, followed escalation paths, and reported resolutions by individual team players. • Major stake holder in $30 million project with wireless two way paging devices. • Managed $650,000 budget annually included training, and performance bonus incentives, and staffing needs. • Responsible for 1.8% reduction in customer churn over the year 2002. • 11% reduction in top 3 inbound call categories achieved by permanently eliminating root cause issues within the company.

• Promoted to Manager from Supervisor in 1997. • Managed a high paced 200 seat call center responsible for call volume of 160,000 calls per month. • Implemented formal job descriptions for entry level reps, and senior reps within department. Established career path policy for reps within call center for rollout department wide. • Increased the overall efficiency of the group from 80% to 98% in 1999 and received citation for achievement. • Implemented knowledge trees / flow charts to assist newer staff members in the learning curve, rolled out flow charts department wide.