A partial cataloging my professional projects.

Department Alignment & Move Team

Working as part of a small team to correct the course for a major effort to consolidate, align, and move the entire 300+ employee Financial Services department to a new location. This includes developing a communications plan and materials; establishing and support the change management work; coordinating across City departments, contacts, and third parties; reviewing building designs, floorplans, furniture layouts, and onsite walkthroughs; tracking project risks, issues, and costs; creating resource plans, tracking, and projections; and providing guidance to senior leadership on how to successfully transition.

IT Department Communication & Coordination Redesign

Chosen to co-lead a team to asses, redesign, and prepare the CTO on a redesign of their outreach and coordination work with other IT and technical leads across the organization, as at the time ~70% of IT roles exited outside of the central IT department.

Microsoft Team Governance

Following the need to rapidly transition to full-time teleworking with the COVID-19 lockdown, work on a governance team researching and writing a governance plan for the use of Microsoft Teams by the organization.

Real Estate Division Process Mapping

Co-leading a necessary effort to create new process maps for all core real estate activates.

Real Estate Management System (REMS)

Identified unmet needs and proposed expanding a minor project, based on need and available funding opportunities, to be expanded from minor improvements for a single team, to launching an enterprise-class solution to fully serve the needs of the division, organization, and customers.

Information Technology Service Management (ITSM) Solution

Fully implemented and managed the transition from a limited ticketing system to a new ITSM for the Division of Operations IT department at Virginia Tech. This involved managing the vendor; performing the front and backend configurations; writing all copy and initial Knowledge Base articles; and providing multi-level training (e.g., supervisors, technicians, primary end-users).

Smart Locker Pilot

Took over the pilot program for a university “smart locker” system, allowing the Mail Services department to store parcels in secure accessible lockers. This involved documenting and completing system configuration; managing the web portal API calls; securing the system endpoint; overseeing system repairs; and providing training.

Division IT Governance

Tasked with formally establishing IT governance for the university’s Division of Operations. This involved researching best practices; extensive technical writing; and achieving consensus from key stakeholders and division leadership on the final product.

Industrial Energy Analytics Solution & Infrastructure Support

Brought on to support the launch of an industrial monitoring and analytics platform. This involved configuring various infrastructure endpoints (e.g., data loggers, industrial routers, etc.); working with the vendor to track the completion of deliverables; and performing ongoing research and testing of suboptimal supportive systems.

Network Infrastructure Management Server

Initiated the project to more effectively manage our network infrastructure. This involved identifying a suitable solution; configuring the new network management server; establishing proper standardization of configurations; and training the enterprise team.

Mass SharePoint Migration 

Upon discovering mass use of “shadow IT” SharePoint instances, I successfully proposed the creation and migration of disparate hosted site collections to an official internal solution. This involved the from-scratch launch of a production ready SharePoint server installation; coordinating the migration of multiple sites without breaching service level agreements (SLAs); and maintaining the solution moving forward. 

Division Audit & Assessment of IT Operations

Requested to audit IT operations in parallel to an external auditor in order to provide comparative results on the state of the department. This involved researching industry standards and best practices; performing performance assessments and benchmarking; and making recommendations to senior leadership.