About Michael While serving in a variety of IT leadership roles over his 25 years in IT, Michael typically worked as part of the CIO Leadership Team. He built and led professional services team for Large Scale Programs across Public and Global Private Sector Engagements. Michael has a proven track record of setting strategic direction, leading successful enterprise-wide, global IT initiatives, and business transformations. His roles have focused on modernizing and streamlining business applications, IT architectures, and business systems, with an eye towards cost savings and efficiency. Michael has been recognized by his industry peers as an IT Service Management and Operations SME. Adding skills and designations, such as ITIL and LEAN Six Sigma Master Blackbelt, he leads engagements that focus upon Corporate Operating Goals, Customer Values and Speed to Market of services. Michael recognizes that today's Digital Disruption requires a broad range of IT expertise. As organizations redefine IT infrastructure and enable technology to deliver agility to the business, they are continuously faced with the impact of digital transformations and transition. The software defined anything (SDx) and Digital transformation redefines IT infrastructure and enables the technology in new and exciting ways. SDx and digital transformation enables the technology and operation teams to become more service oriented and focus on delivering business value rather than dwelling on legacy systems, procurement processes and siloed infrastructure operations. The complexity of large organizations, and the interconnected nature of its technologies, mean that the successful operation of technology to generate business value is the outcome of a huge number of decisions, large and small, that occur throughout the technology lifecycle. Modernizing IT Service Management and IT Operation process capability is critical to delivering successful business outcomes. Program Experience Next Generation Data Center program for a large bank that included improving their security posture by 40% while at the same time mitigating a large amount of technical debt. The NGDC program focuses on modernizing the IT Service Management and IT Operations capability, enabling delivery of services to the business with agility and efficiency. Designing readiness requirements and preparing the business to successfully execute on critical initiatives is the new paradigm for Enterprise IT. Supported the migration of two shared use facilities to hosted collocation facilities to support enhanced business partner connections and deployment of full Enterprise Segmentation. Global IT Strategy Program for an $80B private sector, global IT corporation. Managing the challenges that resulted from a multi-billion dollar merger, presented the our client the opportunity to optimize Cloud, Datacenter, and Hosting environments. The digital transformation strategic approach positioned the ability to realize significant cost savings, to provide its numerous Business Units (BUs) with scalability and flexibility for its applications, and to address and resolve corporate issues, such as: • Multiple legacy environments and multiple toolsets existed with little shared infrastructure or shared services across the organizations • Cloud (internal and external) was underleveraged compared to industry-leaders, as well as suboptimal between corporate business units • It was unclear if and how current service provider contracts are adding value and delivering industry best practices IT Lifecyle Capability Program for a large, regional Utility Company. We partnered with the Utility Company to create a future-state process model using a recognized IT Service Management Framework to support the IT Life Cycle Management. Our approach recognized that IT Service Management is a crucial aspect to planning, designing, supporting, and governing infrastructure efficiently in an IT Lifecycle Program. Establishing and maintaining effective IT Service Management includes aligning people, processes, technologies, and lifecycle data with clarity of roles, responsibilities, KPIs, and accountability. During this engagement, we worked collaboratively with our client to address the following improvement areas: • Well-Defined, Enforceable, Supportive Governance Processes • Reduce Variability in Deployments to Create Predictable Scheduling and Costs • Increase Trust in IT Asset Management Data, while Reducing the Need for Site Surveys • Enhance Agility of Procurement and Implementation • Engineering Refocus to high-value activities We recommended changes to people, processes, and technology to achieve business objectives, such as: • Increase accuracy of budget estimates • Reduction in urgent site requests • Enhance speed of multi-year project initiatives • More efficient lifecycle management • Faster designs, deployments, and capability realization • Lower asset failure • Improved network experience • Greater agility enabling capital usage in short notice at year end • Lower operational complexity and cost • Metrics driven process compliance and continuous improvement