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Work Background
Rose Villa Senior LivingDirector of IT
May. 2022Provide day to day and strategic overview of the IT Department.
The ContingentIT Project Manager
Sep. 2021 - Sep. 2022Portland, Oregon Metropolitan AreaProvide PM expertise in bringing new initiatives to market.
Portland General ElectricProject Lead
Feb. 2021 - Sep. 2021
PivotalTechnical Project Manager
Feb. 2020 - Nov. 2020RemotePatient and Care Giver Mobile Device and Care Giver VDI Upgrades. Updated existing patient and Care Giver hand held devices across entire region. Project included moving all mobile devices into an MDM solution. Rolled out updated VDI Devices across entire region.
Smart Source Technologies, Inc Information Technology Project Manager
Sep. 2019 - Jan. 2020VDI Upgrade Project for banking customer's Oregon and Washington Locations
IGNWProject Manager @IGNW--TIG
Sep. 2018 - Jun. 2019Portland, Oregon AreaProject Manager for multiple concurrent Infrastructure Projects. Clients span Private and Public sector. Cisco Network and infrastructure Upgrades, Phone Roll outs and upgrades, Azure, Office 365, Cloud services.
XPO Logistics (Formerly Con-way Inc.)WAN Project Team Lead/Project Manager
Oct. 2016 - Jul. 2018Portland, Oregon AreaPlanned cut over of WAN Infrastructure of remote sites. Defined processes, gathered user stories, wrote process documents and led daily cut over teams.
ByLightBy Light Professional IT Services
Feb. 2014 - Mar. 2016Local level Project Manager
- Manage onsite vendors
- Project roll out and delivery
- Maintain patient confidentiality to HIPPA levels
- Project Update status to stakeholders, Project Owner, and regional/national level Project Managers
- Created user stories with stakeholder feedback, then resolved those issues
IBMProject Manager
Oct. 2013 - Jan. 2014Portland, Oregon AreaCon-way Trucking Telecom/Wireless Network rollout: Updated drastically out of date project plan for roll out across 400 sites Nationally and Internationally (Canada, Europe, Mexico)
Results: Identified missed milestones and deadlines due to scope changes. Identified new scope and critical path. Contract renegotiated to cover scope changes and additional work.
Nike SPARQ TrainingProject Manager and Other
Dec. 2010 - Sep. 2013Beaverton, ORProject Manager for the Nike Football SPARQ Combines, and all Nike SPARQ Technology initiatives. Managed Vendors and internal resources – 2.5 years Event Registration Web Page: Created web based web page that interfaced with internal Database, Nike Single Sign-on system, and external vendor's website.
Results: Athletes, Coaches, and Parents were able to sign up for multiple SPARQ events, review their scores online, and edit and update contact information. Wireless Network rollout: Created portable wireless solution to securely network multiple Macintosh, Windows, and Apple IOS device clients at sports complexes across the nation.
Results: Reduced downtime for critical event technology components from 50% to .05% at 30+ multi-million dollar events, reduced setup time, and reduced shipping footprint. Database/Software Update: Analyzed database needs as they related to divisional and corporate business objectives. Coordinated with outside vendors, internal and external stakeholders, and internal IT groups to define objectives, costs, timelines, resources needs.
Results: Corporate objectives were changed as project ROI was less then 15%. Technician Handover: Streamlined software and resolved outstanding bugs in software package in preparation for handover. Coordinated with outside vendor to train technicians in event technology setup, troubleshooting, reporting processes and data setup processes. Results: Cost savings of $100,000 a year. Additional unknown cost savings on “per event” level SSP Destruction Project: Coordinated all facets of shut down and destruction of product line to meet corporate objectives. Results: Destroyed $4 million dollars of product at locations across Nation. Customer data disposed of in accordance with corporate data management policies. iPad Projects: Updated multiple iPad applications to coexist with new infrastructure
Results: iPad apps continued to work past their expected EOL with no loss in functionality.
Norm Thompson OutfittersConsultant
Sep. 2010 - Sep. 2010Built and deployed Macintosh images. Consulted on Font, deployment, and general troubleshooting issues as pertained to the Macintosh Platform.
VariousInformation Technology Business Consultant
Sep. 2009 - Dec. 2010Pacific Northwest (Portland, Seattle, Boise)Project Consultant on multiple IT projects for various clients in Oregon, Washington and California IT Roadmap Project: Defined IT roadmap for small business to meet forecasted business needs and upcoming contracts.
Results: Company was able to ramp up IT department to meet needs Photo Studio Update Project: Digitized Photo Studio processes
Results: Revenue and audience increase Macintosh Integration Project: Defined extent of issues and created roadmap to resolve.
Results: End users were able to communicate efficiently with business partners, vendors and consumers. New Hire Matrix Project: Via Interviews, surveys and examination of job duties, identified holes and roadblocks in processes and defined a new skill matrix for existing employees and new hires. Results: Increased efficiency for company as roadblocks due to lack of employee skills were removed Process Improvement Project: Acted as Six Sigma Green Belt lead for team of ten employees. Results: Employees learned Six Sigma processes
Magic Door EnterprisesOwner
Dec. 2008Portland, Oregon AreaProperty Manager and owner of various rental units in the Portland area. Remodeling, construction, rentals, Property Management, Landlord services
LaikaSystem Support
Nov. 2006 - Sep. 2009Primary IT Support technician for the 3D Stop Motion film, Coraline
• Managed multiple desktop and system admin projects such as new hire deployments for rapidly growing company, mass migration and reimages, and security projects.
• Supported a wide variety of issues, including desktop software, hardware troubleshooting, 3D Imaging technologies, onsite and offsite mass storage, render farm queuing and submission, and much more
• Provided 24/7 phone, email and physical support
• Maintained high end workstations to meet extreme deadlines and high value work stoppage issues • Created, Documented work flows and created Knowledge Base articles
• Provided unique and efficient solutions for technical problems, both IT related and on screen challenges
• Purchased and inventoried all IT assets Production Ramp Up: Worked with department heads, Director and Producer to forecast IT needs Results: IT surpassed production needs and provided efficiencies to make up for overages in other areas to meet “etched in stone” timeline for theatrical release. Production Ramp Down: Created and implemented ramp down plans
Results: Idle hardware was mothballed, reused or disposed as needed to reduce ongoing storage costs and to support objectives of other business groups.
3D Real Estate PhotosFreelance Photographer
Jul. 2006Portland, Oregon AreaPortfolio at http://RickHamell.com
Prints for sale at http://www.zazzle.com/rickhamell
Established Landscape and Ghost Town Photographer. Published in several Oregon Tourism brochures. Head Shots - Corporate, Actor, Author, Cosplay
Lockheed MartinAdvanced Macintosh DSA
Jan. 2000 - Dec. 2006Beaverton Oregon (Nike World Headquarters)• As a Six Sigma Green Belt, led multiple lean projects across multiple departments
• Created, documented, and maintained multiple processes ranging from hardware imaging, beta testing and rollout, customer feedback to customer data backup policies for the Macintosh Platform and Windows Platforms
• Built Relationships with stakeholders to better understand their needs and find solutions that streamlined the process
• Interfaced with outside vendors and internal groups to help research and meet user requirements and integration issues, and to roll out new technologies
• Provided cross platform support between multiple OS environments on both the client and server side. • Provided third level support for other ACS contracts such as Disney/Pixar, Hallmark, GE and Goodyear.
• Team Lead – Managed team workload, provided performance feedback and training for Desktop and Helpdesk groups. Remedy Update Project: Resolved ongoing problems in company wide help desk system Results: SLA fines of $250,000 per month were mitigated due to increased efficiency. Appletalk Network: Updated Cisco Network devices to allow Appletalk for Macintosh computers
Results: Apple computers were able to connect to network wide resources. Employees across divisions were able to efficiently share files across all business locations globally. Help Desk Process Improvement: Streamlined help desk specific processes
Results: Saved $360,000 a year in manpower costs Macintosh Printer Rollout: Rolled out multi-function enterprise printers that were Macintosh and Windows compatible
Results: Cost savings of $5 Million a year Mac/Windows Server integration: Rolled out technologies that allowed file sharing in the Product Development, Marketing, and Sales groups.
Results: Increased efficiency among all groups, reduced burden on email servers and reliance on unsecured data transmission solutions.
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