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Work Background
Royal Caribbean GroupDirector of IT Service Management and Operations
Mar. 2020 Promoted to take on additional accountability for IT Asset Management, Configuration Database Management (CMDB), Database Administration, and Middleware Engineering comprised of onshore and offshore resources. Responsible for $XX.XMM in contracts and services and $X.XMM in G&A. Provide the vision, thought leadership, governance, and continuous improvement of all processes across technology. Emphasis on strategic planning, process optimization and fostering innovation to ensure high levels of customer service and end user experience. Direct a high-performing team of 43 and report to the Vice President of Operational Excellence (reports to the CIO). Senior Leadership
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✔Provide executive leadership, strategic direction, technology roadmaps, and oversight for Royal Caribbean’s IT Hardware and Software Asset Management (ITAM), IT Service Management (ITSM), IT Operations Management (ITOM), Application and Infrastructure Performance monitoring (Telemetry & Reporting), logging, DevOps Pipeline and Automation, Database Administration, and Middleware Engineering with ‘Operational Excellence’ as the driver.
✔Successfully led the digital transformation of IT Service Management (Incident, Problem, Change, Request, Knowledge), IT Asset Management (Hardware & Software), IT Operations Management (CMDB and Service Mapping) to the ServiceNow platform.
✔Successfully led Managed Service Offering staff augmentation and lower cost resource strategy for Database Administration operation team
✔Responsible for the creation of centralized DevOps CI/CD and automation team. Goal of initiative is to standardize deployment pipelines and provide automation services ✔Highly focused on business continuity planning during COVID-19 working with business partners to identify our top tier applications to enhance the protection of our business operations and critical data to improve our response to cyber security threats and overall IT resiliency. * continued below *
Royal Caribbean GroupDirector of IT Service Management
Mar. 2020* continued from above * Telemetry & Reporting/Full Stack Observability
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✔Championed the development and implementation of a proactive versus reactive monitoring strategy articulating the organization’s Vision, Mission, and Strategy for monitoring and logging across 950+ ship and shore applications and infrastructure. Increased IT operational maturity by creating a “Managing to the Yellow” culture.
✔Negotiated a monitoring contract valued at $XMM over 3 years with AppDynamics. Reduced the number of application performance monitoring tools from 28 to 1 saving more than $XMM.
IT Service Management
✔Attained significant contributions to liquidity targets through contract restructuring for services including disaster recovery, software licenses, ITSM tools, maintenance services, and more.
✔Saved $XXXK in SSL certification and software costs ensuring appropriate level of SSL certificate is selected for identified application/function. Introduction of Internal SSL certificates has contributed to total savings across the enterprise.
Royal Caribbean GroupDirector - Global Applications and Support Operations
May. 2017 - Mar. 2020Accountable for leading the Global IT Service Management, fully accountable for designing, delivering, managing, and improving the IT services the organization provided to end-users, as well as aligning processes and services with business objectives to support company growth. This included incident, problem, change, knowledge and work request services. Also held responsibility for Service Desk, ensuring the highly quality delivery of service request resolution in a timely manner. Administered a $XX.XMM budget and direct a high-performing team of XX Site Reliability Engineers providing exceptional support to over 300 global shipboard and shoreside applications and infrastructures. Key technologies utilized included BNC Remedy, Atlassian (JIRA), and Confluence. Senior Leadership ▬▬▬▬▬▬▬▬
✔Improved employee survey results from XX% favorability in 2017 to XX% favorability in 2018. Overall XX% favorability increase exceeding company goal of overall X% increase.
✔Identified and standardized IT Operation Management KPIs for IT Senior Leadership reporting leading to increased transparency, team collaboration, and visibility into impacted business services.
✔Implemented multiple system and process improvements to increase operational efficiencies and productivity of operational staff.
✔Developed operational standards for application and infrastructure support processes and tool sets for major events such as Black Friday and CyberWeek. As a result, business partners have benefited from uninterrupted revenue growth and in turn greater confidence and credibility in IT.
Telemetry & Reporting/Full Stack Observability
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✔Gained real time visibility into performance, availability and usage metrics of applications across the enterprise. Increased the number of “proactive” incidents reducing the number of customer-facing incidents and significant reduction in critical outages. * continued below *
Royal Caribbean GroupDirector - Global Applications and Support Operations
May. 2017 - Mar. 2020* continued from above * IT Service Management
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✔Created standard processes across the enterprise and implemented PagerDuty for modern incident response improving organization Mean Time to Resolution for critical incidents by XX% over a three-year period. Organization wide initial incident notification is <XX minutes and resolution time is <XX minutes for modern systems. Less than X% of major incidents are re-assigned beyond the initial response team.
✔Dramatically improved operations of a ServiceDesk providing support for over XX,XXX US and International employees handling approximately X,XXX calls a month. Increased first call resolution from less than XX% to over XX% and improved customer satisfaction scores.
Royal Caribbean GroupDirector - Marketing Technology
Mar. 2016 - May. 2017 Promoted to spearhead the startup of ecommerce Scrum teams to attain a faster move-to market with new website releases. Defined technology solutions for complex e-commerce initiatives focusing on marketing technology. Provided leadership, mentoring and development for a staff of product engineers. Reported to the AVP of eCommerce. Marketing Technology ▬▬▬▬▬▬▬▬▬▬
✔Launched Agile Teams Transformation which resulted in 6 Agile teams that were able to release new digital product features to the Royal Caribbean website every 2 weeks, accelerating time to market by XXX% and increasing booking rate XX% YoY. ✔Worked with business stakeholders, IT counterparts, and business managers to establish priorities for the development and deployment of new systems and maintenance and enhancement of existing systems, including business case development and technology roadmaps. Successfully analyzed and managed risk.
✔Partnered with Royal Caribbean Technology department teams, vendors and 3rd party service providers/subject matter experts in support of major projects and releases including Development, QA, Enterprise Architecture, and Technology Operations.
✔Through the effective use of technology, Marketing teams were able to increase revenue YoY by optimizing the website and decreasing annual operating expense. Senior Leadership ▬▬▬▬▬▬▬▬
✔Encouraged a culture of innovation focused on adding value and inspiring creativity.
✔Led programs from inception and strategy through execution in an Agile-based environment ensuring the quality of delivery. ✔Set and maintained Scrum Master, Business Analyst, Web Developer, JAVA Development, and QA standard processes. ✔Launched DevOps standard process including continuous integration and testing automation. * continued below *
Royal Caribbean GroupDirector - Marketing Technology
Mar. 2016 - May. 2017* continued from above * Digital Transformation & E-Commerce Operations
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✔Established digital operations management standard processes including event intelligence and response orchestration. ✔Ensured all elements of the 30+ person website Agile product development teams were properly managed such as staffing, hiring, business development, training, and career management. Team included graphic designers, analyst, product owner, scrum masters, and quality analyst.
✔Proven track record of executing complex projects in an enterprise environment. Experience with portfolio of consumer-facing digital products across online, mobile, and emerging platforms.
Royal Caribbean GroupManager, Interactive Design and Development
Oct. 2013 - Mar. 2016Responsible for building ecommerce teams and oversee the design, updates and upgrades to company websites. Managed internal and external creative and development teams to produce innovative digital marketing initiatives on-time and within budget. Scope of responsibilities spanned the entire project lifecycle from technology selection and approach, scoping and planning to initiation through execution, tracking and closing. Responsible for project scheduling, meeting management, project resourcing, management of development team, on-time project delivery, and project financials for digital based projects that deliver web and mobile solutions that simplify the guest vacation planning and commerce experience. Digital Transformation
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✔Successfully delivered previously failed $XXMM Royal Caribbean Website Project.
✔Launched post cruise booking eCommerce channel for Royal and Celebrity brands. Channel resulted in XX% increase in post cruise bookings in the first year and XX% post cruise booking in the second year.
✔Led delivery team for Royal Caribbean’s first shipboard mobile application allowing guests to purchase shore excursions, spa treatments, beverage packages, etc. as well as make dining reservations, show reservations and schedule onboard activities. Drove increases in YoY revenues and guest satisfaction rates.
✔Managed the internal, external creative and development teams to create and produce innovative interactive digital marketing products that simplified the guest vacation planning and eCommerce experience.
Royal Caribbean GroupFunctional Architect
Jan. 2013 - Oct. 2013Hand selected to lead teams to stand up the Celebrity website, as well as facilitate the company’s first transition from Waterfall to Agile. ✔Collaborated with business stakeholders to identify the overall functional strategy, product roadmaps, solution architectures, and emerging technologies. ✔Involved in the entire project lifecycle, from working with the customer to understanding real needs to translating those needs into capabilities to meet the needs. ✔Established first Agile team for website development. Transitioned Celebrity website team from Waterfall methodology to Agile/Scrum framework. Transition included Scrum team resource identification, training, and establishment of Agile practices.
Royal Caribbean GroupProject Manager - Web
Mar. 2011 - Dec. 2012Served as program manager for responsible for delivering large web projects including supervision of multiple project managers and working with external vendors. Duties included budget, risk, issue, and action management. Communication responsibilities included steering committee, executive sponsor, and weekly status updates. ✔Delivered large web projects including supervision of multiple project managers and working with external vendors. ✔Led the successful revamping of an outdated website cruise booking flow, 2011. ✔Project Manager for Enhanced Booking which included updates to Multiple Stateroom flow, Limited Time Offers marketing page, Hot Deals marketing page, Destinations page, and Ships page. ✔Drove increases in YOY revenue and increased guest satisfaction.
.Independent Contractor/Senior Project Manager
Jul. 2009 - Mar. 2011Served as project manager for Royal Caribbean web projects, responsible for delivering large engagements including working with external vendors. Duties included budget, risk, issue, and action management. Notable Clients
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✔Royal Caribbean International: Web Project Manager and member of PMO on RoyalCarribean.com website redesign. ✔eDiets: Web Project Manager and member of PMO accountable for coordinating B2B and B2C projects while ensuring project direction and strategy was consistent across internal and external business organizations. Formulated long-term strategy for the design, development, and execution of site architecture, user experience, tracking, and navigation. Streamlined business processes, introduced process improvements, and significantly enhanced productivity.
✔Florida International University: Served as business strategy consultant to increase class enrollment at satellite campuses.
Callidus SoftwareSenior Project Manager
Apr. 2007 - Jul. 2009Managed the software implementation process working closely with the Engagement Manager and Managing Director to ensure customer satisfaction and add on sales. Maintained full responsibility for managing solutions delivery and customer expectations. ✔Played a key role in leading business development efforts and driving revenue growth while supporting sales tasks. ✔Served as Project Manager and Steering Committee Member responsible for project direction and strategy. ✔Conducted upgrade of Sales Performance Management software. Implementation included inbound and outbound data integration, SQL Server to Oracle database conversion, compensation reporting and analytics.
WHITTMANHART, INC.Oracle Project Manager
Apr. 2006 - Mar. 2007Directed all aspects of the project lifecycle including reviewing deliverables, establishing project scope, managing teams, administering project budgets, and ensuring achievement of objectives. ✔Project Manager and Steering Committee Member accountable for project direction and strategy. Conducted full life cycle implementation of Oracle 11.5.10 for Financial Planning, Procure to Pay, Order to Cash, Project to Profit, and Plan to Produce.
Baytree AssociatesOracle Project Manager/EPB Consultant
May. 2005 - Apr. 2006Directed project delivery for Oracle implementations and upgrades for a client within the banking industry. ✔Served as the Oracle Enterprise Planning and Budgeting implementation consultant. ✔Oracle Project Manager for implementations including Oracle 11.0.3 to 11.5.10 upgrade, Oracle Enterprise Planning and Budgeting, Oracle Requisition to Payment, Oracle Financials, Oracle Project Costing, Oracle Order to Cash, Oracle Time and Labor, Oracle Process Manufacturing for leading lumber supplier and a national cosmetic supplier.
.Independent Contractor
Aug. 2003 - May. 2005Directed client project delivery and implementation for strategic services and consulting. ✔Served as a project manager and strategic consultant in completing strategy execution management processes, employing balance scorecard and in-phase performance management software at Florida International University. ✔Gained specialized expertise in TIBCO integration and Oracle Conversion. ✔Created transition plan of sun setting of legacy system including move of new system to an offsite data center.
OracleEnterprise Service Delivery Manager
Mar. 2002 - Jan. 2003As an ESM/SDM duties included identifying techniques and strategies for forging and maintaining strong executive-level client relationships on assigned customer accounts. Primary goal of position was to maintain and nurture productive relationships at the senior/executive level to grow business, increase customer satisfaction, and maximize profitability. ✔Played a key role in driving business growth, increasing customer satisfaction, and optimizing profitability. ✔Identified techniques and strategies for establishing and securing executive-level client relationships with a diverse clientele. ✔Managed General Electric $52MM support revenue channel. Responsible for all GE corporation/business units.
OracleSenior Manager/Principal Consultant/Senior Consultant
Nov. 1994 - Mar. 2000Developed and headed the operational and financial performance of a nationwide 24/7 call center for software products customized to Oracle’s vertical industries, including consumer packaged goods (CPG), retail, process manufacturing, MRO, clinical, and financial services. Managed a $5MM annual budget. Recruited and hired a team of 80-100 technical analysts. ✔Client base included Kellogg’s, JM Smuckers, Cargill, GE Plastics, Alcoa, First Brands/Clorox, and Carlton United Brewery. ✔Worked in Oracle Development as the implementation manager for version 2.1 of Oracle’s CPG product supervising a team of five technicians in creating, managing, and documenting Oracle’s initial implementation plan, test scripts, and setups.
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