Jan Maruska seeks a leadership position to apply over 20 years of experience in people management, operations delivery, project management, and achieving business goals. She has experience leading teams in industries such as telecommunications, IT, wine, and manufacturing. Her experience includes roles such as Applications Support Manager, Operations Delivery Manager, and Customer Services Manager. She prides herself on inspiration leadership to help individuals and teams fulfill their potential.

1. J A N M A R U S K A
27B Onepu Lane, Manly, Whangaparaoa, Auckland 0930
(09) 428 1177 / 0274 876863 / Leeds416@gmail.com
Objective:
Obtain a leadership position within a highly successful, dynamic and professionally
managed organization that allows me to apply my people, operational delivery and
project management skills to achieve business results, goals and outcomes
Summary:
I don’t just want to come to work to do a job and be productive, rather taking pride in
a role that achieves, challengers and celebrates successes and wins. I lead through
inspiration, passion and affinity so individuals and teams can fulfil their potential,
achieve the impossible and experience fun and excitement along the way
Experience:
Industries
Telecommunications 20+ years
Information, Communications Technology 16 years
Wine 2 years
Production / Manufacturing 2 years
Roles
Applications Support Manager 2 years
Applications Development Manager 2 years
Operations Delivery Manager 1.5 years
Operations Manager - Production Support 4 years
Team Manager 10 years
Customer Services Manager 4 years
Supervisor 5.5 years

2. Jan Maruska / Leeds416@gmail.com
Key Deliverables
People care leadership / management 20+ years
Organizational Change Agent 20+ years
Work-force / workload Management 20+ years
Reporting / Metrics & performance measurement 20+ years
Business and customer care responsibilities 13 years
Supplier / Vendor Management 13 years
Financial Responsibilities 13 years
Application maintenance and support / Development Management 11 years
Project and Delivery Management 6 years
Personal Skills
Analytical
Communication
Interpersonal
Leadership
Positive attitude
Teamwork and collaboration
Technical
Trustworthiness
Personal Styles
Consultative - having the best interests of the business, clients and of the employees. Communicating out
soliciting responses, opinions and feedback back, trying to gain loyal connections with people
Persuasive – working with people to explain situations, bigger picture, benefits of decisions and trying to be
more aware of how people think and the emotionally impacted
Autocratic – during a crisis, when something just needs to be executed or when time is simply not available

3. Jan Maruska / Leeds416@gmail.com
PROFESSIONAL EXPERIENCE (2 most recent companies)
Telecom NZ Ltd / Spark NZ
Mar 2011 – Jan 2015 (4 years) - Applications Development Manager / Support Manager
Key Responsibilities
 Accountability for the delivery, build and support activities for programmes and projects that span
Telecom / Spark within my Vantive, Oracle, C/C++/C#, .NET, FoxPro and Java application teams
 Leadership and management of up to 25 permanent Telecom and direct 3rd
Party Supplier or
vendor contractor staff
 Retention of our high value customers
 Target growing markets (both projects and production support) via identification of areas where
delivery teams can add value and appropriately add new project and support revenue streams
 Application availability and Work Packet stewardship
 Cost management
Achievements
 Successfully project managed SDLC delivery of 30+ Production Support Statement of Work (SoW)
client requests for Chorus (up to $120K budget), always meeting scope, timelines and budgets
 100% SOX compliance (Singleview & Netbits applications) and all other quality standards achieved
 All Change Requests fully complied with Telecom / Spark Change process including appropriate
approvers, lead times and templates used
 No staff resignations over a 3yr period and improved people management component results
within the yearly Telecom Staff Engagement Survey, for my teams over the last 3 years
 Fully compliant with Telecom / Spark guidelines and processes around staff performance and
development plans, monthly review sessions, managing high potential / performing and low
performing staff, remuneration / recognition and reward decisions and recommendations,
recruitment, induction and exit processes
 Successful development of an engagement model across my area of responsibility that dovetailed
into the Telecom T&SS approved engagement model resulting in 100% of work coming to us
through the “Front Door” where technology evaluation and assignment occurred i.e. governance
and traceability of all pipeline work, meaning zero “back door” jobs being done for free
 Over the last 12-18 months, worked with the Applications Delivery Manager, peers, suppliers and
other key stakeholders to establish a plan / approach to deliver the optimum FMO for my area of
responsibility (currently included in various transformation projects as that program of work is
rolled out)
 Transitioned production support of 6 additional applications over the last 12 months, and accepted
many functional changes into BAU operations across many of the 100 supported applications over
the last 24-36 months, with no increase to head count
 Assisted transition of team members to the Agile methodology, using the SAFe version i.e.
formulating small teams into “sprints” shortening work cycles / sprint backlogs
 Improved Application Delivery Dashboard SLA metrics YOY over last 3 years re: System
Availability, Trending Reduction in Incidents, Mean Time to Restore, Mean Time to Resolve and
Trending increase in Release Deployment Success Rate
 2012 $1.5M p.a. Work Packet support costs reduced 10% YOY over the last 3 years without any
compromise to deliver or quality across the same portfolio of applications
 Delivered a number of OPEX cost-out initiatives over the last 3 years that contributed to the T&SS
Business Group achieving it’s group targets each year
 EBITDA and CAPEX targets achieved each of last 3 years i.e. Estimates v Actuals (labour activity
costs vs estimates and forecast +/- 5%), Contribution to Cost Centre management to achieve
EBIT target, Forecast information accuracy so personnel recovery levels were within capitalization
targets (Forecast accuracy within 90-110% & Recovery Rates at or above Forecast Rate)

4. Jan Maruska / Leeds416@gmail.com
EDS / HP Ltd
Sept 1999 – Mar 2011 (11.5 years) - Operations Delivery Manager / Operations Manager
Production Support / Team Manager
Key Responsibilities
 Provide appropriate Duty of Care to the company, business unit customers and our own people
 Operations delivery
 Client and stakeholder management
 People care / leadership
Achievements
 Compliant with all service and support delivery frameworks, processes and practice improvements
 Contributed, planned and participated from my teams perspective in the D&B Applications and
Technology Group Business Continuity Plan (BCP)
 100% compliant with all regulated Health and Safety responsibilities, policies and practices
 Managed Telecom’s $2.5M p.a. BAU OPEX Work Packet within baseline budget each year which
also included a 10% productivity improvement reduction from Telecom YOY
 Provided full application operational support as defined in the Telecom Business Owner approved
Work Packet document, meeting or exceeding all SLA’s and quality targets
 Supported and coached the team through the Operational Readiness Review process ensuring only
100% fit for purpose solutions were accepted into Production
 Trended reduction in call volumes, open calls and number of High Severity incidents and trended
increase in the SLA target’s achieved YOY
 Championed organizational change for my team, coaching and assisting positive acceptance and
personal contributions from staff
 Managed client, vendor, 3rd
party supplier and key stakeholder relationships applicable to my
team, on a daily, weekly, monthly and annual basis
 Successful mitigation through to acceptance, of all Work Packet application issues and risks
 Ensured personal and team daily time-sheeting (weekly approvals), maintained team utilization at
>85% and managed all teams annual leave balance to maintain a total leave balance of 12 days
or less (balance minus future booked leave)
 100% completion of Individual Performance and Development Plans (including objective setting
and agreement) by HR target dates at the start of each year
 100% completion of all mid and EOY annual reviews and feedback sessions within HR timelines
 Recognized, promoted and supported high performers into new roles, opportunities and/or
additional challengers and managed any poor performers in real time via an agreed, measureable,
monitored and tracked Performance Improvement Plan (PIP), with 100% turn around success
Prior to Sept 1999
Montana Wines & Clearlite Bathrooms – Customer Services Manager (2yrs at each)
Telecom / NZPO - Various roles and leadership positions (16yrs)
EDUCATION / Training
U.E / School Cert
Various leadership / management / corporate training / certifications, courses completed over many years,
more detail can be provided if required
REFEREES - are available on request