1. STEVE J. SOTTILE
1002 Tatnall Lane
Indian Trail, North Carolina, 28079
845.264.2280
sottilesj@gmail.com
Professional Summary:
- Over twenty five years data center experience encompassing program management, project
management, release management, operations management, facility manager both as a stake
holder and consultant. Experiences across all platforms in systems development, systems
maintenance, install, trouble shooting and coordination of all vendors to ensure a cohesive
plan exists and is understood by all stake holders.
- Excellent Leadership skills. Exceptional Technical competency and people management/soft
skills. Exceptional Decision making at director level.
- Excellent Communication, Management interface, negotiation, interpersonal, Presentation,
Planning, Conflict Intervention, delegation, facilitating, mentoring, and monitoring Skills.
Steve communicates at executive level with all major stakeholders and vendors.
- Over 20 years of excellent experience with expert level knowledge in project management.
- Extensive experience in analysis, validation, and documentation of project scopes and
business requirements.
- Chaired and facilitated all executive level meetings with clients and stakeholders while
maintaining executive level relationships with all vendors and functional business units.
- Projected Managed vast information technology multi-tasked projects on time, in budget and
in a professional manner.
- Ability and experience to analyze and recommend technical and business approaches,
proposing integrated solution and plan that met the needs of various clients and business
units.
- Self started with excellent written and verbal communication skills. Exceptional ability
working in a team environment coupled with excellent ability to work independently as
needed.
- Experienced managing large projects of over twenty people and over $11 million on time and
within budget.
- Excellent Leadership skills are a co-rec of a good Project Manager and Steve is a good
Project Manager.
- Chaired all status/issues meetings creating and presenting internal and external status reports
Departmental Chiefs, Stake Holders, Vendors, Peer Managers, Legislature or Steering
Committee members.

2. Professional Experience
IBM ODS Tower Project Manager Intergraded Technology -02-15-2013 - Present
As an ODS Tower Project Manager assigned to Broadridge Financial Solutions my mission is as
follows:
• Managed teams to upgrade, install, migrate and the decommissioning of Unix, Intel,
Windows and Network servers.
• Including rack and stack, space planning, VLAN cabling and activations, ordering all cabling
and coordinating power requirements.
• Managed loading OS and tools ensuring all servers are in IBM compliance before severs are
released to the client.
Professional Experience
EMC Practice Manager – 08/2007 – 04/2010
As an EMC Practice Manager (Project Manager) assigned to large corporations my mission is as
follows:
• Managed teams to collect application data and create application install and or move bundles
• Create application centric move, install or change calendars
• Identify application dependencies, planned outages and a cohesive move calendar approved
by all stake holders
• Prioritize all issues and concerns and drive to resolution
• Maintain all communication between all peers, management, vendors and stake holders
IBM Consultant Program Manager– 08/2005 – 08/2007
As Program Manager (Overall Transition Manager) for IBM I managed the following projects
from conception to completion. I managed up to seven projects and multiple project managers in
a safe and cohesive manner. As Overall Transition Manager I provided a central focal point for
all plans and issues to support each project and department in a single forum. Identified
dependencies and responsibilities of each department and vendor associated with the project.
Tracked and highlighted all issues and concerns while keeping open communications with all
managers involved. This including the tracking of all project plans hardware, network, operating
systems, applications, vendor support software, and storage media. Insuring resources and time
lines are kept in sync.
Well Point Corporation, Virginia, Project Manager (Transition Manager) 12/2006 to 03/2007
• As an IBM consultant assisted with the relocation of three mainframes, EMC DASD and
IBM Tape Library System (VTS) ensuring zero outages to production.
• Reviewed existing project plan and updated to meet current requirements.
• Prioritized tasks and time lines and assigned task ownership.
• Scheduled the hardware to be installed and tracking all issues to resolution.
• Chairing the status meeting and driving all issues to resolution.
• Tracking issues and risks to resolution
• Verification of all sub-systems before client testing
Vanity Fair Corporation, NC, Project Manager (Transition Manager) 10/2006 to 12/2006
• Working as a consultant for IBM relocating 400 servers from one data center three hours
away.

3. • Creating a project plan to build out new area, consolidate, pack truck and re-install in new
site keeping zero outage in mind at all times (UNIX, AIX, Intel & Dell servers).
• Prioritizing server install and testing.
• Driving all issues to resolution with multiple vendors.
• Tracked client verification and sign off.
Mt. Sinai Hospital, New York, Project Manager (Transition Manager) 08/2006 to 10/2006
• As an IBM consultant assigned to Mount Sinai Hospital my mission was to decommission the
Mt. Sinai IBM Data Center. To ensure all data center operations are returned to the Mt. Sinai
Hospital operations management team.
• Created Project Definition, project plan and project agreement.
• Ensuring no disruption to production or other medical corporations on the same mainframe.
• Ensure client skills and documentation was up to date and available for client to resume
operations ownership.
• Coordinating the install, test and operations ownership back to client.
GE Corporation, Cincinnati, Ohio Project Manager (Transition Manager) 8/2005 to 8/2006
As an IBM consultant assigned to the GE Corporation my mission was as follows:
• Created Project Definition.
• Created Project Agreement and complete sigh off.
• Created Project Plan with team agreement
• Chaired all status/issues meetings
• Creating minutes to keep all stake holders informed on progress.
• Consolidate and migration of nine (9) processors from Cincinnati to four (4) processors in
Alpharetta Georgia.
• Establish twenty-four (24) LPAR’s from Cincinnati to Alpharetta maintaining all the LPAR’s
integrity.
• The migration of data and the installing of storage arrays using PPRC-XD utilizing DS8100
and 2105’s.
• Install a VTS peer-to-peer tape solution with McData channel extenders from Cincinnati to
Alpharetta ensuring the tape libraries are equal.
• Activating OSA-ICC (Integrated Console Controllers).
• Install two coupling facilities and sysplex timers activating eleven (11) LPAR’s to the
coupling facility.
• Coordinated verification and signoff from client to production.
Citizens Bank Consultant
Project Manager (PMO)
08/2003 to 08/2005
At Citizens Bank my title was Project Manager (PMO) I worked directly for the PMO as the
Overall Project Manager to ensure all the data center projects were in sync and tracked in a
professional manner. Because the PMO did not have any mainframe data center experience.
• As a consultant for Citizens Bank assigned to the Project Management Office (PMO) with the
mission to replace two IBM z900’s with two IBM z990’s and add 30 Tbytes of EMC
mirrored DMX’s with SRDF to the Disaster Recovery site totaling 70 Tbytes of DASD.
• Created the project plan including budgeting, cost estimates as well as managed contract
negotiations
• Drove weekly and bi-weekly meeting communicating and driving all issues to resolution.

4. • This task required building out the data center, converting from ESCON to Fiber in three sites
while maintaining a functional data center without loss to production. Fiber backbones and
directors had to be designed laid and installed in a timely and professional manner. All CAD
drawings, power requirements, cabling diagrams and system and software validation were
part of the scope of this project. To maintain connectivity with the Disaster Recovery site the
project required six CNT’s with six Edge 3000 switches with OC3 and GigE additional band
width.
MetLife, NYC, Albany, Boston, Connecticut, St Louis, Pennsylvania
IT Operations Manager (Managed this whole project from conception to completion)
06/01/1998 – 08/24/2003
• Technical manager for the “MetLife Merger and Acquisition Team”, Surveyed the two
acquired corporations (Boston Life and Gen. America).
• Created a preliminary plan to be executed after the merge and acquisition was completed.
• Coordinated all test plans, build outs, moves, and merges to insure all users and application
groups did not see a change in performance after the move.
• Planned and executed the merge of three large functional data centers and communications
hubs. This included the decommissioning of the old sites. On the move upgrade the IBM R56
(3 LPARs) and a R65 (3 LPARs) to R86 and R96. One site had three down level tape STK
Silo’s and 3480 tapes that had to be upgraded on the move to 3490E Silo’s and tapes.
• The other site was consolidated from three tape Silo’s to two tape silos. In concert with this
move coordinated four mainframe upgrades from CMOS processors (IBM – two R96’s, R86
&R36) to the IBM Z900 series. In the remaining locations the communication hub and server
farm was upgraded to insure users were did not see degradation in performance via the move.
The project plan from conception to scope completion was 12 months long. The time line
tasks had checkpoints such as converting from an Amdahl Processor and DASD to an IBM
CMOS Processor and SHARK DASD. Moving from an STK silo’s to IBM VTS 3590 tape
libraries. All new equipment tested by application and users groups to insure integrity of
production.
• The following is a list of all equipment that was move from different data centers: 2 – IBM
CMOS R96 processors, 4- STK silos, 3- Cisco routes, 12 terabits DASD (HDS raid 5, EMC
mirrored, 4- IBM directors, 200 server (SUN, RISK, Compaq, NT’s etc), 2 - 3746’s (front
ends) and 2 – EMC SANs. Merged console and NOC support into existing operations arena.
In concert with the move maintained day-to-day data center support and building a cable back
bone for new fiber and ESCON connectivity. Chaired daily meeting for all servers in the
MetLife arena across the country to insure no issues or concerns are dropped and driven to
resolution. Built a tape library and insured the new media was comparable to the existing
TMS system.
Chaired Change /Problem Management Meeting - Mainframe and E-Business (Midrange)
• Assigned tasks and tracked to completion all task for transition of applications both in the
mainframe and e-business arena.
• Evaluate and prioritize all system changes.
• Chaired all vendor meetings to determine and track all issues to completion
• Communicate all aspects of change to all Vice Presidents of all business units to understand
the impact of the change and discuss any other changes being installed in the same time
frame.
• Publish time line for install.
• Liaison between technical support and LOB VP’s.

5. Major achievements at MetLife follow:
- Designed and build an ESCON/FIBRE backbone with six directors to insure connectivity to
all four systems and thirteen LPARs. This allows all data to be shared from all systems. This
also gave MetLife the ability to have in house recovery if needed for one system outage. This
allowed the testing and shifting to other systems if needed to acquire more MIPS. Interfaced
with Electrician Union Local 236 in Troy, New York.
- Hosted weekly change meetings to insure all software, facility, communications and
hardware changes did not conflict with each other.
Lehman Brothers, New York City, Jersey City
IT Program Project Manager
1994 – 1998
• Responsible for a Data Center move; defined data center requirements and coordinated all
engineering groups to build a state of the art data center and communication HUB.
• Chaired meetings with all users and application managers to insure all data, software and
hardware were identified before the move.
• Moved two 3090 mainframes with seven LPAR’s, eleven Tbytes of DASD and all associated
hardware, documentation (run books), and communications equipment. Communicated and
resolved all issues and concerns in a professional and timely manner. Focal point for all
architects, engineers, movers, vendors and facility personnel to build a redundant data center
with two-power sub-station feeds into the building.
• Designed and laid out all equipment with an auto cad system to insure all vendor and
engineering standards are met.
• Installed all system hardware and tested on weekends coordinated all issues with all
departments to insure resolution before the move.
• Built communication HUB installed swing equipment and tested on weekend when market
was closed in all continents.
• Test all operating systems at new site and document procedure.
• Froze all operating systems installed in new site 30 days before move. The day of the move
production data is the only data to be moves.
• The following equipment was moved from NYC to NJ in one weekend without loss of data or
production: 2- IBM 3090 - 7 LPAR’s, 11 terabits of data, 2- 3746, 1- STK silo, 7 IBM taper
drives, 2- AS400’s, 300 servers (SUN, Compaq, NT, RISK), 4-IBM directors, 1- IBM
ESCON extender.
• In concert with move insure that Smith Barney systems were still in track and decommission
all unused hardware keeping the old data center integrity in tack.
• Built a state of the art console area and tape library testing the new TMS system.
• Reviewed all support documents and run books to insure support for the new site. In concert
with move coordinated all day-to-day issues in a timely and professional manner.
INTERNATIONAL BUSINESS MACHINES, INC.
Director/ Program Manger
12/19/1977 – 07/01/1993
Management
• Prioritized critical skills to meet critical schedules, which reduced overtime from (33%
-10%).

6. • Significantly reduced staff and test time by re-writing procedures and controls to eliminate
redundant work.
• Design manager for ESCON channels. Put education packages in place and wrote
install procedures (in use today).
• Four managers directly assigned to me with any support I identified matrix to me
until the project was complete.
Strategic Planning
• Coordinated hardware and software groups to release the ESCON Channel on schedule.
• Coordinated venders, software, communications and facilities personnel in a precise and
professional manner to meet critical production schedules. Planned and implemented
procedures from a BUS/TAG environment to an ESCON environment.
• In 1985 was part of a team that built a test data center fully redundant to test
unannounced hardware and software products. This data center is still in use by IBM.
Hardware
• Designed function logic for large main frames with reliability and serviceability foremost in
mind.
• Experience in physical planning, installation, trouble shooting, maintaining systems and
supporting I/O equipment.
• Developed procedures to track hardware problems to completion.
• Defined education packages for all new systems to be released to the field.
Education:
New York College of Aeronautics, Flushing, New York
FAA License in Aircraft and Electronics
1965
IBM Education:
Global Transition and Transformation Architecture (2005)
Project Control Book & Status Overview (2005)
Global Transitions / Considerations for Success (2005)
Improving Your Negotiation Skills (2006)
Engagement Proposal Overview (2006)
Revitalizing Lessons Learned (2006)
Account Management Roles and Responsibilities (2006)
Initiate Transition to Interim Services (2006)
Close Transitions to Interim Services (2006
Transition Management Overview (2006)
Processors, I/O and Tele-Processing System Schools (1969 –1985)
Personal and Professional Development
New Management and Middle Management Development
Experienced Leaders and Empowerment
ISO9000
MILITARY
ARMY: 11th. Special Forces, Honorable Discharge

7. • Significantly reduced staff and test time by re-writing procedures and controls to eliminate
redundant work.
• Design manager for ESCON channels. Put education packages in place and wrote
install procedures (in use today).
• Four managers directly assigned to me with any support I identified matrix to me
until the project was complete.
Strategic Planning
• Coordinated hardware and software groups to release the ESCON Channel on schedule.
• Coordinated venders, software, communications and facilities personnel in a precise and
professional manner to meet critical production schedules. Planned and implemented
procedures from a BUS/TAG environment to an ESCON environment.
• In 1985 was part of a team that built a test data center fully redundant to test
unannounced hardware and software products. This data center is still in use by IBM.
Hardware
• Designed function logic for large main frames with reliability and serviceability foremost in
mind.
• Experience in physical planning, installation, trouble shooting, maintaining systems and
supporting I/O equipment.
• Developed procedures to track hardware problems to completion.
• Defined education packages for all new systems to be released to the field.
Education:
New York College of Aeronautics, Flushing, New York
FAA License in Aircraft and Electronics
1965
IBM Education:
Global Transition and Transformation Architecture (2005)
Project Control Book & Status Overview (2005)
Global Transitions / Considerations for Success (2005)
Improving Your Negotiation Skills (2006)
Engagement Proposal Overview (2006)
Revitalizing Lessons Learned (2006)
Account Management Roles and Responsibilities (2006)
Initiate Transition to Interim Services (2006)
Close Transitions to Interim Services (2006
Transition Management Overview (2006)
Processors, I/O and Tele-Processing System Schools (1969 –1985)
Personal and Professional Development
New Management and Middle Management Development
Experienced Leaders and Empowerment
ISO9000
MILITARY
ARMY: 11th. Special Forces, Honorable Discharge