1. Pamela Peoples
14865 Barnwall St, La Mirada, CA (310) 753-0752 pampeoples@mail.com
https://www.linkedin.com/in/pamela peoples
Profile: IT and Telecommunications Professional
Problem solver known for strategic and tactical assessment, innovation and organizational alignment. Develops and
implements visionary programs to support business operations, enhance productivity, and maximize budgeted
dollars and ROI. Change agent who develops strong relationships internally and externally with executives,
management teams, partners and vendors.
Bidding & Negotiation / Business Development / Business Process Reengineering / Cost Reduction
Capital requirements planning / Change Management / Client Management / M&A Consolidation & Integration
Continuous Process Improvement / Contract Negotiations / Financial Analysis / Inventory Control
Material Procurement / Mentoring & Coaching / Operations / Organizational Development / Problem Resolution
Profit Optimization / Project Analysis / Project Planning & Management / Proposal Development / Quality
Regulatory Compliance / Risk / Safety / Sourcing / Systems Integration / Team Building & Leadership
SELECTED ACCOMPLISHMENTS
Innovation, Safety, Cost Reduction. AT&T had 20+ high-end data centers with tons of obsolete spare parts causing
safety and space issues. Created a Data Center Bi-Annual Pick-Up Program. Teamed with and led DC personnel
picking up 6000+ boxes weighing over three ton first year. Implemented ongoing program for spare parts salvage
saving costs, improving safety and space usage. Program noted as internal and external “Win-Win.”
Improving Efficiency, Reducing Costs. Company DC’s had up to 12 servers with 1000’s of racks requiring constant
troubleshooting using leased monitors replaced every four years. Conceived and implemented mobile DC “Crash
Carts” program. Provided 1-5 carts as required for each DC and successfully installed in 30 days. Allowed return of
1000’s of monitors drastically improving space usage and saving $1.2M in first year in equipment costs.
Process Automation, Reducing Human Error & Head Count. Five-page order form used to input purchase orders
transmitted to vendors. Process manual and inefficient causing duplicate work with high error rate. Teamed with ITO
Development Team & Planning to automate the process. Reduced order input time by 99% and overall ordering staff
head count 30%.
Process Efficiency, Simplification. Duplicate server names being used on multiple server platforms causing auto
discovery fallout, which had to be researched and cleared updated manually. Partnered with Operations team to
eliminate the duplicate Server Names by creating a standard naming convention by location and platform.
Asset Management, Process Improvement. With order of all new servers a team member had to send out capital
asset tag to vendor, manually enter into database, and follow-up. Teamed with hardware suppliers to pre-tag all
equipment prior to shipment allowing automating of asset process. Solution eliminated manual process and
improved database quality. Also resulted in reducing corporate property taxes in hardware retirement process.
Overcoming Work Stoppage, Cross Training. Team deemed essential in dealing with work stoppage. 70% needed to
deal with various assignments, 30% to ensure continuation of order process and invoicing. Required 134 hours of
internal cross training of entire asset management team. Accomplished successfully overcoming a 10-day stoppage
with no effect on ordering or invoice payment. Adopted as SOP for future Disaster Recovery efforts.
Merger, Massive Change. Successful mergers required consolidation and replacement of obsolete servers. Opened
over 400 projects and assigned project lead. Met weekly with planning team to set priorities. Replaced over 1400
servers and moved 650 to VMware. Saved over $3.5M per year.

2. Pamela Peoples, Page 2
Merger & Acquisition, Process Standardization. AT&T acquired Mobility requiring a business plan transitioning all
Mobility servers to FMO (Future Method of Operation) within a 60-day window. Teamed with SM Experts to
successfully transition and standardize all hardware and processes ranging from Lease Reconciliation, Planning &
Design, Procurement & Installation to Return or Disposal. Also reduced headcount by 20% on consolidated teams.
Vendor Education, Critical Deadline. IBM awarded major contract for Midrange procurement and ordering to be
done via an xml interface. They didn’t have necessary expertise. Completed detail Requirements review, Reviewed
and Finalized AT&T/IBM Vendor-Specific Interface Agreement, conducted min-test cases, completed full testing, and
implemented successfully ahead of schedule by almost 6 weeks. New EFF contract saved AT&T over $30M during
first year alone.
Driving Change, Standardization. Twenty-two hardware and software xml suppliers had to move to new standard
software to continue AT&T relationship. Developed plan and time line to move all 22 XML suppliers from Web
Methods (Non-Standard) to Sterling software in the required timeframe. Saved $43K annual maintenance savings,
$260K software cost avoidance, and eliminated ITO lease Server rent, development and support costs.
EXPERIENCE
Peoples Consulting, 2014 – Present
• Consulting practice focused on Telecommunications and Information Technology. Available for short and/or
long term assignments.
AT&T, industry-leading provider of wire line voice communications services in the US. 2000 - 2013
Sr. Technical Team Lead – Asset Lifecycle Management
• Led the efforts to merge and consolidate hardware and software assets from multiple companies into a
single asset-tracking database.
• Created and Managed software & hardware redeployment processes.
• Supervised nine analysts and developers for Asset Lease Management to support all IT acquisitions for
Desktop and x86 Servers, Lease Contracts, Budgets and Vendor payments and Asset Center system support.
• Identified, investigated, evaluated, and developed qualified suppliers that met division standards,
participated in lead negotiations, and maintained strong supplier relationships.
• Worked closely with IT Technicians, IT Management, Finance, Quality Assurance, Inventory Control, and Cost
Improvement Committees, and took whatever action was required when a supplier problem threatened the
company's production.
• Visited various supplier locations to assess their different manufacturing processes.
• Resolved supplier invoice discrepancies in accordance with governing procedures and instructions.
• Provided complete and accurate status reports on request, guidance to new buyers, and assisted in training
and development of systems and procedures.
Previously held increasingly responsible positions with Southwestern Bell and Pacific Bell.
Education / Certifications
BS-Information Technology, University of Redlands, 1999
Certifications: Performance Management and Performance Plus, Dialogue For Development, Franklin Time
Management, High-Powered Listening, Seven Habits of Highly Effective People, Creating Premier Service, How To
Supervise People, Professional Ethics & Social Responsibility, Project Planning & Implementation, Organizational
Communication, Management & Communication, Telecommunications Management