Hunter McCord - Director-SAP Technical Operations, Amtrak

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Work Background

AmtrakDirector

Dec. 2020Responsible for SAP Technical services in terms of Development (ABAP/Portals), System Administration (Basis), SAP Security, and SAP Middleware (PI).

AmtrakSr. NetWeaver Management Manager

Apr. 2015 - Dec. 2020Greater Atlanta AreaIt was here at Amtrak I found “opportunity” can deliver results that go right to the bottom line. I rededicated myself to finding ROI we may have missed in the press of doing business. Let me put the bottom line at the top. Looking again at how we worked, positioning myself as other people’s “success partner,” I cut costs by about $400K in just 120 days. For months, we had thought our vendors were doing a good job. However, by listening and watching carefully, I could see at least one of them seemed to be working way too hard. I put myself in their shoes. Together we streamlined and improved their service offerings. Processing time fell by half and stayed at that much better level. Everybody won. We got better results faster and so served all our internal and external customers better. The vendors got more productivity. I broadened and deepened my brand, substituting persistent diligence for due diligence. I try to be tolerant of others’ views. But two phrases really motivate me to make things better: “We’ve always done it that way,” and “If it ain’t broke, don’t fix it.” Soon after I arrived, I found some processes no longer worked as well as they should. They not only cost us real money, they kept us from having the right resources in the right place at the right time. Once I got our team on board, the new systems we built are not only more efficient, they save lots of money.

LSI, an Avago Technologies CompanyInformation Technology Supervisor/Revenue Forecaster/HBA Product Marketing

Jun. 2000 - Feb. 2015Colorado Springs, Colorado AreaDoing more with less is a cliché; most think it’s an excuse to cut resources. I faced that challenge when we lost nearly half of our staff—all experienced people—with very little warning. Since I couldn’t change that, I used the new situation to advantage. I dove in to learn new skills and gain wisdom from auditors. Others followed my lead. We became more productive. Skipping a beat wasn’t an option. All we did was mission critical. It’s easy to say: “think like our customers.” I know it works. I found myself, a brand new employee, in a group that often found questions from our customers a burden. I decided to put those same questions to better use. Answering questions became my top priority. That’s what allowed our team to take pride in what they did. My approach helped my entire team do our jobs very well. It also generated compliments from our customers. My work at LSI/Avago also taught me about credentials. They are important. Earning them requires no small effort. But, they are just snapshots of capabilities frozen in time. I learned that valuable lesson from my new boss. I had to live up his confidence in me as I moved into Product Marketing. I didn’t have the electrical engineering degree that was almost part of the job description. I couldn’t learn from my predecessor. He could only spare me an hour. So I focused on our mission. The mission didn’t come from some document hanging on the wall. I had to know which critical concepts gave customers, internal and external, the most value. I listened to colleagues, never reluctant to ask questions. I also immersed myself in every aspect of the technical side. I knew it was paying off; I never had to ask the same question twice. That experience let me add $320K in productivity…after we downsized 30% and after we exceeded Sarbanes-Oxley standards. The resulting savings were significant. Through it all, I found the best ways to overcome “challenges” was to call them by what they really are: opportunities.