Steven Duhig [email_address] A cross functional Manager with a fresh and unique blend of customer relations, IT, contract and finance expertise, targeting innovative solutions towards revenue enhancement, and operational excellence. Finance Accounts Payable (SAP and PeopleSoft User) IT Asset, Inventory and Configuration Management Microsoft Office, WordPerfect and Desk Top Publishing Training (IT, Soft Skills and Ergonomics a specialty) Technical Manual, Legal Writing & Visual Presentations Process Management and workflow Database Design Labor and Finance Resource Utilization Acquisition, RFP and Contract Management Problem Management and Project Troubleshooting Independent Adjudication / Decision making Interpersonal Skills Communication and Diversity Leadership, Appraisal and Team Development
Leadership and Team Development <ul><li>Assigned a clerical team allegedly containing a “challenging” individual , who eventually developed into a Manager in his own right. </li></ul><ul><li>Assigned a team of talented leaders, with overlapping sense of responsibilities. Introduced them to the effect of personality traits , resulting in the highest reputation for implementing complex and challenging deliveries. </li></ul><ul><li>Inherited a team of highly specialized system engineers, responsible for 50 systems supporting critical functionalities in multiple services. Skills analysis highlighted several conflicts with their job expectations. Subsequently the team openly supported each other for mutual benefit, establishing formal support during a team members absence or over commitment. </li></ul><ul><li>Maximized system availability, during high frequency of change, enabling 100% visibility of major engineering equipment in the field. </li></ul><ul><li>Achieved rapid development objectives for the corporation within budget . </li></ul><ul><li>Jointly spearheaded 14 major multiple releases with an additional 21 equally critical system upgrades , within the lab, production and disaster recovery centers. Many high value services including FiOS upgrades seamlessly deployed without any adverse impact to any product line or services. </li></ul><ul><li>Increased team from 3 to 7 carefully supplemented and strengthened their skill set areas. Rated as “Exceptional” on appraisal as a result of these achievements. </li></ul>
Process Engineering <ul><li>Determined there was no need to carry out home visits for every claim for one time government payments. Introduced a brand-new process with new custom mail forms to enable statutory entitlements to be made within the office, significantly reducing home visiting costs. Audited by the UK Chief Adjudication Officer, this process was adopted nationwide. </li></ul><ul><li>Invited to the annual Departmental (Social Policy) School at King's College Cambridge as an expert on this subject. Rated within the top ten students. </li></ul><ul><li>Our Long-Distance Telecommunications initiative was uniquely led by IT development rather than Engineering. A high emphasis was placed on process IT automation, in parallel with deployment of state-of-the-art engineering features. Configuration item dependencies and relationships were base lined as the basis for corporate configuration management . As a result all changes to versions, releases and revisions in engineering, data communications network and IT operational support systems were recorded in as much detail as necessary to avoid adverse customer impacts. A U.S telecommunications first. </li></ul><ul><li>More than 20 points of purchase were consolidated into one system avoiding overpayment duplicate purchases and storage. </li></ul><ul><li>A single point of delivery was introduced and the loading dock itself managed for internal customers. Ensured that delivery was constantly tracked for the customer and that deliveries were not turned away because of the local residential truck curfew. </li></ul><ul><li>New document management process and tool introduced to customers, becoming the single point of contact for three separate document repositories and all types of documentation produced both internally and externally. A new workflow process was introduced, together with a high quality hard copy storage area and state-of-the-art document hyper-linking and version control. </li></ul><ul><li>A new acquisition process strategy satisfied new post-merger requirements while continuing to enable rapid critical purchases. New tailored Statements of Work were introduced to avoid adverse impact on legacy contractual commitments. </li></ul>
Vendor and Contract Management <ul><li>• Identified an apparent $7m shortfall due to misunderstood license-type interpretation . </li></ul><ul><li>Legal interpretation of an FCC requirement was updated, enabling legitimate use of wider corporate contracts already held, and avoiding unnecessary cost. </li></ul><ul><li>Many similar contracts were subsequently consolidated with significant cost economies of scale . </li></ul><ul><li>• Defined contract scope , pricelist options and negotiated reasonable cost effective approaches with multiple vendors. In particular, defined renegotiated payment of $500k per annum for 7x24 simple telephone advisory support, where warranty fix coverage still applied and actual fixes remained chargeable in any case. </li></ul><ul><li>• Renegotiated vendor’s price structure reducing first year’s (network-element-type based) outlay for surveillance system, engineering deployment based, right-to-use surveillance licensing by $250k per annum on a rapidly growing network to set a much lower cost precedent. </li></ul>
Change and Configuration Management <ul><li>• Identified the need for and scope of responsibility of high-level change management impact analysis team representatives. Chaired their weekly meetings, ensured analyses were completed on time notified completed change results semi-automatically back to all interested parties. </li></ul><ul><li>• Maintained the record of relationships and dependencies between all corporate configuration items within the engineering, IT operational support system, data communications and administrative networks. </li></ul><ul><li>External vendor product change notice and system fix (pre-change request) approval workflow managed. </li></ul><ul><li>• Ensured that a change request could be raised accurately with a minimum of effort so that all interested parties including external vendor suppliers would be notified of the change. This was so that each organization could identify any adverse impacts and take into account all changes in their future development programs. </li></ul><ul><li>• Combined changes into official release programs aligned with major external vendor release programs. </li></ul><ul><li>• Provided online change status reports release letters (defining all change dependencies) and release asset relationship timeline for executives and external vendors to see precisely what corporate changes were coming. This highlighted functional and resource risk factors for each deployment. </li></ul><ul><li>• Full system integration laboratory change content made available included test results and test progress status etc. </li></ul>
Requirements Gathering & Application Development <ul><li>Identified all corporate change processes. Gathered specific change management database requirements from contract managers, operations, information technology, change control board, laboratory management, engineering and all other impacted interested parties included project, and release management. </li></ul><ul><li>Gathered system requirements and, where appropriate, developed new applications with external vendors for the following: </li></ul><ul><li>Change request, product change notice request and interactive workflows for change management. </li></ul><ul><li>New acquisition forms and reports for information technology hardware and software purchase tracking and IT asset inventory system. </li></ul><ul><li>New content for GlobalDoc corporate document management system introduced (to include, and hyperlink, all three internal document types with the facility to import most external vendor material). </li></ul><ul><li>From senior management, operations, engineering and IT reports for a new configurable approval system. </li></ul><ul><li>Consolidated Verizon Core, former MCI, and pre-merger Verizon Business organization requirements, enabled a seamless consolidation of pre-merger acquisition and workforce costing processes. </li></ul>
Finance Asset and Budget Management <ul><li>Originally required to raise all our own software contracts, our contract writers were also held to be responsible for overseeing that operational software use was correctly covered by licenses. The contract writers were not connected to change or asset management, and so had no way of knowing what systems were in use, or changed, unless the impact was pointed out to them by a PM. Operational system owners and administrators also did not always have an operational interpretation of the contract content either. A new point of expertise was established to interpret and coordinate all IT operational licensing requirements ensuring liability compliance. </li></ul><ul><li>Inventoried and checked all licenses against contracts held, audited software in use and established release by release detailed license/contract impacts. Ensured that all licenses were properly purchased and activated. </li></ul><ul><li>Achievements include centralized acquisition and asset management . A particularly efficient large scale sale of surplus IT equipment was made to staff and merited direct compliments from the Executive Director. This exercise was part of the manhandled disposal of over 5,000 cu ft of equipment. </li></ul><ul><li>IT configuration management recorded 200 systems valued at around $100m within three data center server software environments to fix level and license type. A software library was established. The first full IT inventory resulted in an accounting adjustment of $5m. Team nominated as finalist for the highest Verizon Excellence Award. </li></ul><ul><li>Determined new correct activity definitions for labor effort so that capitalization of workforce costs could be increased from 1% to 65%. Correctly defined new essential IT workforce expense activity deemed essential to support of network operations customers for the first time. </li></ul><ul><li>New, group specific, “fixed deliverable” statements of work implemented for three organizations. </li></ul>
Presentation, Training and Technical Writing <ul><li>Trained and experienced in interviewing and home visiting, included fraud recognition and conflict resolution. </li></ul><ul><li>Experienced in writing and presenting legal motions to tribunals and judges, and public presentation to engineers, medical, & IT technical professionals at all levels. </li></ul><ul><li>Supported and trained 80 first-time personal computer users. Training included; workstation ergonomics to European standards, basic hardware, peripheral maintenance and keyboard use for data entry for multiple new custom software applications, resulting in formal acceptance of 2 small local networks and 4 critical systems, several weeks ahead of schedule. </li></ul><ul><li>Technical writing includes all material for the Configuration Management database design, development and use. Created job aids and easy maintenance procedures for PC system workstations and peripherals. Recognized for uninterrupted customer service through design of a custom manual process in support of a volatile new UK government PC system. </li></ul><ul><li>Drafted the tribunal Judge President’s responses addressing all complaints from all correspondents in England, Scotland and Wales made directly the by public, or through Members of Parliament, Secretary of State for Social Security, Prime Minister or Her Majesty’s Private Office. </li></ul><ul><li>Successfully commissioned a professionally produced documentary and instructional video of a working tribunal. Co-wrote the script, training material and coordinated location production facilities. </li></ul><ul><li>Carried out process and application training for configuration and change management users and wrote all system guides. </li></ul><ul><li>Trained 30 Users to correctly apply their activities to their time using both multi-media PowerPoint and formal class training sessions. Presented training on all aspects of finance work for the four weeks immediately before departure from Verizon. </li></ul>
Work Experience Short term sickness, Maternity and Injury (workman’s Compensation) benefits Department of Health and Social Security, Braintree, Essex Retirement, Widow, Death and Industrial Injury (workman’s Compensation) Clerical Officer Payment Specialist Department of Health and Social Security, Braintree, Essex Retirement, Widow, Death and Industrial Injury (workman’s Compensation) Clerical Officer Payment Specialist Department of Health and Social Security, Colchester, Essex Income Support (Means tested)) Home Visiting, Single Payments, Appeals and Adjudication Officer Department of Social Security, Barking, East London Contributory Benefits, Pensions and Allowances Appeals and Adjudication Officer Department of Social Security, Barking, East London Local IT/PC Implementation Manager and Income Support Appeals and Adjudication Officer Benefit’s Agency, Southend-on-Sea, Essex UK General Office (National Tribunal Support) Manager Office of the President of (welfare) Appeal tribunals, City of London IT (National PC Acquisition, Configuration and Support) Manager Office of the President of (welfare) Appeal tribunals, City of London Industrial Injuries (Workman’s Compensation) Adjudication Officer for 22 Districts Benefit’s Agency Basildon, Essex Jan 75 – Mar 98 DEPT OF HEALTH AND SOCIAL SECURITY (WELFARE) Temporary work for the new Royal Bank of Scotland Tesco Visa Call Center Southend-on-Sea, Essex UK Apr 98 – Jul 98 REED EMPLOYMENT, Temporary daily administrative work at Xerox, Fulbright etc. Washington DC Sep 98 – Dec 98 MANPOWER Inc, Network Element Software Manager Arlington VA IT Asset and Procurement Manager Arlington VA Corporate Document Standards, Publishing and IT Software Library Manager Arlington VA Element, and Network, Management Systems Manager Arlington VA Jan 99 – Jun 07 BELL ATLANTIC /VERIZON (Global Networks Inc.), IT Group Budget and Procurement Manager Ashburn, VA Jun 07 – May 09 VERIZON BUSINESS,
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