Performance Improvements
Improve IT Support Services
Business Driver: Day & Zimmermann Corporate IT Support Services Group was not providing adequate technical and customer support. Internal customer complaints finally escalated to key executive management leaders.
Action: Evaluated workload assignments for a team of 12 as well as the services offered. Restructured the workload assignments through job reassignments and transitioning services to other IT departments better suited to provide support or services. Identified training and technology needs and implemented
accordingly.
Result: Improved Help Desk performance within 6 months that resulted in improved customer service and satisfaction. Incorporated self-service functionality and enhanced analytics by upgrading the Problem Management System. Implemented and incorporated a centralized knowledgebase for technical support documentation.
Revitalize Regional Consulting Groups
Business Driver: CompuCom Systems’ East and South Regional Consulting Groups’ billable revenues were significantly less than projected and the actual working assignments for the teams were not clearly documented.
Action: Covering approximately 20 states, assessed the current sales projections for the related consulting services. Realigned staffing structures and increased the utilization of employee talent. Rebuilt and redesigned the tracking and reporting of pending projects and revenue projections.
Result: Improved P&L performance through effective utilization of employee talent and improved expense management and revenue reporting – approximately 45% for the East and 16% for the South.
Start-up Second Remote Help Desk Facility
Business Driver: CompuCom Systems Remote Help Desk provided outsourced technical support services. To support disaster recovery plans, CompuCom System’s Remote Help Desk needed to demonstrate the ability to provide continuous operational service and support. They needed a second facility that would mirror and support accounts at the main facility located in Dallas, TX.
Action: Presided over the build-out & start-up of the second facility in Paulsboro, NJ. Hired and trained technical support staff on customer service agreements and internal support procedures.
Result: Launched operations within 10 business days of hiring new staff and achieved full operational functionality within 35 business days. Met and exceeded all performance metrics in the first 30 days of operations. Achieved 95% overall performance level and 95% retention rate for the first 2 years of operations.
Manage Multi-Million Dollar IT Budgets
Business Problem: Develop and maintain the Capital and Operating & Materials (O&M) annual budgets for PSE&G Nuclear Business Unit Information Systems Department with an estimated value of $15 million.
Action: Forecasted and tracked budgets by allocating actual and accrued costs to the appropriate cost pools. Reconciled budget and cost balances monthly. Reallocated and adjusted budget allocations based on management guidelines while ensuring that required expenditures were covered properly.
Result: Maintained actual costsapproximately .5% of budget for Capital and O&M budgets for 3 consecutive years. Streamlined and improved reporting and analysis by incorporating automated internal tracking tools.