1. https://www.linkedin.com/in/williamscottparks
wscott.parks@yahoo.com
936 588 2338
Summary
An award-winning manager that achieves larger corporate objectives by teaming with cross-
organizational groups, leading his team to high-performance, and advancing business change to
integrate the improvements. This document presents a synopsis of significant projects or results that
highlight demonstrated management skills useful to any enterprise. These projects are reviewed in
chronological order indexed by the employer/role. Each project is listed by title, description, scope,
members and results. This summary outlines ## valuable and significant accomplishments for his
companies. The projects are additionally tagged (and cross-referenced e.g. ii
superscript indicates
demonstrating “Resource Management” skills by managerial ability as outlined below). This synopsis of
projects (from 2004-2015) demonstrates significant managerial strengths in
 Continuity Planning i
 Resource Management ii
 ITIL Service Management iii
 Process and Procedure Controls iv
 Records Storage Solution Design v
 Financial Forecasting and Modeling vi
 Records Management Systems and Publication vii
 IT Service Standards Development and Operations viii
 Recovery Operations and Business Continuity Engineering ix
A significant project from each year is highlighted. This shows a long history of progressive leadership
and achievement with specific strengths in executing business change through analysis, planning, and
results.
Scott Parks
Senior Information Technology Manager
Results of Significant Projects

2. Hewlett Packard (2003 – 2015)
Enterprise Services Manager (Hewlett Packard 2013 – 2015)
Developed Shared/Leveraged Delivery Team (2015) ii, vi
This project integrated multiple-distinct teams with like-technologies into one organizational
group with same delivery practices. This was the first practical application of the project to
develop a new of the 2014 Service Delivery Model.
Scope
 Global multiple-regions
 Targeted customers and restricted platforms
Team Members
 Client executives for each customer delivery
 Delivery VP and Director
 Global P&L Owners
 Delivery line managers
Results
 Reduced cost by $1M annually
 Received client commendation for excellent service
 Resulted in reusable model for future delivery (continued savings)
Created KPI and Daily Operations Dashboard (2014) vi
This project created a balanced scorecard of operations metrics. These results were published
in a dashboard to assure daily SLA is achieved.
Scope
 Reduced service failures by 75%
 Global multiple-regions
 All customers and service platforms
Team Members
 Delivery line managers
 Operations staff
Results
 Reduced multiple-day failures by 75%
 Increased service SLA by 35%
 Produced control chart analysis tools
Published Future Service Delivery Model (2014) ii, vi
This project developed the future state personnel model for managed service support. This
model’s purpose was to reduce delivery cost and more effectively utilize technical resource.
Scope

3.  Global multiple-regions
 All customers and service platforms
Team Members
 Delivery line managers
 Operations staff
Results
 Produced model to reduce delivery cost by 35%
 Showed cost reduction would be 35% annually
 Created integration tasks for the implementation
Technical Services Manager (Hewlett Packard 2011– 2013)
Developed Follow-the-Sun Service Model (2013) i, vii, ix
This project was to create a comprehensive follow-the-sun model that transparently managed
customer support cases between the global centers.
Scope
 Global multiple-regions
 All product support teams for technology
Team Members
 Delivery line managers
 Operations staff
Results
 Increased customer SAT by 25%
 Created process controls to move support to regional centers
 Met all SLO objectives while maintaining customer service targets
Developed Technical Analytics and Metrics (2013) vi
Collected and published KPI metrics for all technical services. This required the capture the
metrics into a data warehouse and then produced analyzes of the results. Published results in a
dashboard for continuous access.
Scope
 Global multiple-regions
 All product support teams for technology
Team Members
 Delivery line managers
 Operations staff
Results
 Increased customer SAT by 25%
 Produced automated management reports of results

4.  Published analytic reports routinely
 Tracked that improvement plans were applied as appropriate
 Validated that improvement plans corrected metrics slips
Implemented Technical Support Model for New Service (2013)viii
Developed readiness plans for new service offering in technical services organization. This was a
contracted service offering. This required the teams to be implemented to manage the support
for the new roles within expected SLO/SLA. This new service was delivered on a reduced cycle
time to meet new market strategies.
Scope
 Service owner
 Global multiple-regions
 Global delivery managers (all regions)
Team Members
 Senior VP for each department
 Delivery line managers
 Operations staff
Results
 Completed target go-live on schedule
 Provided support training for all staff
 Developed staff support process/procedures
 Developed reporting practices and process
US Enterprise Services Manager (Hewlett Packard 2009 – 2011)
Implemented Regional Cross-functional Escalation Procedure (2011) iii, iv
This project developed a uniform escalation process. The processes intention was to be
complimentary to the ambition to optimization the labor utilization model. The added boast in
this initiative was to also include a service quality improvement to increase customer SAT by
reducing downtime and increasing the confidence of the customer in the recovery processes of
HP.
Scope
 Service owners
 Regional account VP and account executives
 VP of regional delivery
Team Members
 EVP of global delivery
 VP of account delivery
 VP of operations delivery
 All capability leaders

5. Results
 Increased customer SAT 25% for all regional delivery
 Decreased service recovery time by 25%
Developed Labor-resourcing Program to Increase Utilization (2010) ii, iii, viii, ix
This project developed a formal process to implement internal labor forum. The purpose is to
achieve high-utilization of existing labor and to decrease excess labor cost on account P&L. The
two competing mechanisms require that brokers be established to raise requests for labor and
to assure that those requests are fulfilled in a timely fashion.
Scope
 Service owners
 All ITIL functional leadership
 Regional account VP and account executives
 VP of regional delivery
Team Members
 EVP of global delivery
 VP of account delivery
 VP of operations delivery
 All capability leaders
Results
 Developed broker procedures
 Established protocol for resourcing requests
 Virtually all accounts made cost targets
 Delivery achieved all utilization targets
Calculator to Analyze Hours for Compliance (2009) vi
Developed a management calculator to establish target for managers to achieve compliance
with utilization targets. Utilization targets was a prime KPI objective to assure financial
objectives. Managers needed a mechanism to project the adjustments required to become
compliant.
Scope
 US regional-delivery managers
 US region director
Team Members
 US enterprise delivery managers
Results
 Published hours adjustments to reach compliance
 100% utilization compliance achieved

6. Enterprise Services Manager (Hewlett Packard 2004 – 2008)
Developed Methods to Increase Productivity/Utilization (2008) ii, iv, vi, viii
The previous years produced a platform upon which the continuous measurement and
efficiencies could be measured. Established baseline utilization metrics for minimum
compliance. Then went further to expand and measure how the teams had exceeded the
expectations.
Scope
 US regional-delivery managers
 US region director
Team Members
 US enterprise delivery managers
Results
 Published KPI based utilization
 100% utilization compliance achieved
Developed Managed Services Costing Model (2007) iii, vi
Built go to market costing tools to properly sell the managed service based on KPI and labor
sourcing strategy. This is especially useful in the out years after establishing the labor sourcing
strategy.
Scope
 US regional-delivery managers
 US region director
Team Members
 US enterprise delivery managers
Results
 Created model
 Published model
 Incorporated model in sales process
Booked $1M More Revenue Annually for Targeted Accounts (2006) ii, iii, ix
Sold another $10M services contact change based on due-diligence analysis. A recent contract
was under bid. Developed a plan to increase the sale and win contract approval with the
customer.
Scope
 Account delivery management
 Customer
Team Members
 US enterprise delivery managers
Results
 Executed change order to increase contract revenue $10M

7. Developed Knowledge Transfer Plan (2005) vi, viii
Having a labor sourcing strategy then requires the development of a transformation plan to
achieve that goal. One element of the plan is developing or creating curricula and techniques to
move the process/procedures and base of knowledge for how to run the business into a new
team w/o losing traction of the current contract base.
Scope
 US regional-delivery managers
 US region director
 Global delivery managers
Team Members
 US enterprise delivery managers
 Global delivery managers
Results
 Published goals and milestones
 Developed procedures and calendar
 Created go-live and project plans
 Successfully executed two pilots
Created Labor Sourcing Strategy for Capability (2004) i, ii, iv, vi, viii, ix
Developed a plan to source the labor required to support contracted services. The first
requirement is to ascertain where and who the best supplier is located. This requires that
sufficient safeguards are also engineered to assure redundancy and supply while creating the
capability in the preferred source location.
Scope
 US regional-delivery managers
 US region director
Team Members
 US enterprise delivery managers
Results
 Published a calendar and milestone schedule
 Established objectives and OLA for target teams
 Received approval from EVP on plan and goals

8. Index of Demonstrated Managerial Ability
i
Continuity planning is the comprehensive definition of how to maintain or recover business process in the even
to of an emergency or significant un-planned event.
ii
Resource management is the prudent, wise and thoughtful utilization of the personnel, facility, expensed and
capital assets of the business. This is the routine application of the resource, the acquisition of the resource or
the cultivation and leveraging of the resource to maximum utility to the company.
iii
ITIL service management is the industry certified business management function for IT (Information technology
information library). It proscribes the systems and interrelated processes to manage the IT joined services.
iv
Process and procedure controls refer to all practices that develop, publish, and enforce procedures. That
requires that detail analysis of the business to understand the correct practices that need to be developed. As
well as the correct managerial controls that assure that such practices are working and enforced.
v
Record storage solutions and design is the development of architectures, procedures, and practices to assure
that records are managed to the corporate RIM functions. That requires the principal in design/development
to partner with all thought-leadership management to prepare those plans in agreement with the corporate
RIM. These practices must agree and compliment continuity planning functions.
vi
Financial forecasting and modeling is the end-to-end planning of the budget and analysis of the planning on the
ROI and KPI metrics of the business. This is both analytical and strategic planning.
vii
Records management systems and publication is the operations of developed systems and the archival or
publication tools that provide viewing access and assurance of the RIM.
viii
IT service standards development and operations is the thought leadership function of what practices will be
developed as standards, how those practices are implemented, funded and communicated and managed in
the larger organization.
ix
Recovery operations and business continuity engineering is the ability to plan such recovery activities, executing
the plan in the event of such a recovery and do this not only for the internal processed but to implement for
customers.