Operations Delivery

Service Delivery

• Managed IT Field Services operations across 58 Grant Thornton offices, overseeing third-party and internal technical resources while maintaining contractual service levels and improving overall service delivery.
• Achieved green status for all critical SLAs with zero financial penalties, while maintaining green performance across nearly all key measures.
• Successfully led Field Services through a formal Service Improvement Plan (SIP), resulting in improved technician skills, SLA attainment and customer satisfaction.
• Reduced IT ticket backlog and improved average response and resolution times by strengthening ticket assignment, technician accountability and operational oversight.
• Developed a weekly comprehensive ticket-analysis report for IT leadership, providing granular visibility into ticket volumes, trends, problem areas and service performance; findings were reviewed with leadership, including the CIO.
• Improved a highly manual SLA reporting process, reducing monthly processing time from 7–10 days to 2–3 days.

Vendor & Financial Management

• Managed the performance of a major third-party Field Services provider, using formal governance, performance reporting, training and corrective-action plans to improve service quality.
• Developed a process to review and validate monthly vendor invoices, identifying incorrectly categorized tickets and challenging overcharges to produce recurring invoice adjustments in the company’s favor.
• Established monthly cost tracking, forecasting and cost-driver trending to improve financial management of IT service delivery.
• Identified and implemented shift-left opportunities, moving appropriate work from higher-cost Field Services resources to the Service Desk while providing training and knowledge-base documentation to support the transition.
• Strategically assigned nontransactional technical resources to appropriate activities such as imaging, refreshes and off-site support to control operating costs without sacrificing service delivery.

Process Improvement & Customer Experience

• Designed and implemented an enhanced new-hire IT onboarding process that supported more than 2,100 new hires with only 34 issues.  After initial process improvements, only three issues occurred.
• Achieved a 99.2% video-conference success rate against a 90% SLA, supporting more than 3,700 conferences and 7,600 site events with only 31 reported issues.
• Delivered technical setup and support for a firmwide broadcast across all offices and remote locations with zero issues, achieving 100% of the event-support goal.
• Created an innovative weekly client-satisfaction dashboard covering all 58 offices, personally engaging each Office Manager and tracking satisfaction trends over time.
• Maintained greater than 85% “green” office satisfaction ratings in 12 of 14 consecutive weeks, developing corrective action plans for offices reporting yellow or red performance.
• Established a process requiring follow-up with every user providing a CSAT score below 8, using negative feedback as a structured input for service improvement and relationship building.
• Created and delivered mandatory ticket etiquette and customer-service training across Field Services, Service Desk, application teams and offshore resources.
• Implemented seven Tech Bars at high-volume locations, improving customer satisfaction, ticket handling and closure times.

IT Transformation & Projects

• Helped migrate Asset Management from ServiceNow to Remedy, enabling operational efficiencies and cost savings.
• Transitioned desktop/laptop image creation, SCCM administration and software packaging offshore, improving the operating model and reducing onshore effort.
• Served as the technical liaison for the Windows 10 transformation, was personally requested the client’s CIO to assist with management of the project alongside the internal project manager.
• Contributed technical and operational leadership to major transformation initiatives involving two-factor authentication/VPN, Microsoft Intune, Canon UniFLOW, data center migration and Windows 10 security hardening.
• Drove the retirement of the client’s legacy ticketing system, helping close more than 1,100 outstanding tickets before decommissioning.
• Reengineered the desktop imaging process to streamline image creation and deployment, improve technician productivity, and reduce time and cost.
• Led an urgent hardware integration effort when a planned shipment of 800+ laptops could not be delivered, identifying an alternative device, completing integration/testing and documenting the imaging process to keep deployment on track.

Leadership & Stakeholder Management

• Built productive working relationships with all 58 Office Managers, increasing the planned quarterly engagement cadence to weekly communication to proactively identify and resolve IT service issues.
• Established twice-weekly technical training sessions and weekly leadership meetings to continuously improve technician capabilities, share feedback and address emerging service issues.
• Became a trusted IT subject-matter expert and escalation point for infrastructure, applications, imaging, processes and major technology initiatives across the account.
• Earned exceptional feedback from client stakeholders ranging from Office Managers to Partners and the CIO, with the reviewer noting that the client trusted and valued the results and that service improvements generated significant positive feedback.