Executive ITSM & Service Management Leader

A selection of enterprise‑scale outcomes demonstrating leadership, transformation, and measurable impact across IT Service Management, Service Operations, and operational resiliency, including the large‑scale modernization of incident, problem, change, and support ecosystems. Collectively, these initiatives unified fragmented operational environments, platforms, and processes, and drove dramatic reductions in MTTR, system wide failures, and support friction, and established resilient, scalable operating models that strengthened enterprise stability, elevated customer and employee experience, and increased executive confidence.

• The Challenge: The merger of equals between BB&T and SunTrust created a combined enterprise with fragmented processes, inconsistent governance, and two disparate ServiceNow platforms. Truist inherited the challenge of unifying these divergent Service Management ecosystems, each with their own tooling, data models, and operational behaviors. This fragmentation introduced inefficiencies, elevated compliance and audit risk, and created significant operational friction across the technology organization, demanding an enterprise‑scale transformation to restore alignment, control, and resiliency.
• Role & Contribution: Reporting directly to the Chief Technology Officer, restructured the Service Management Office and led the unification of the two heritage ServiceNow platforms and their associated processes. Aligned stakeholders across technology, risk, and operations to optimize licensing, eliminate redundant capabilities, and establish enterprise‑wide ITSM governance and maturity, creating a single, disciplined, and scalable operating model for the combined organization.
• Impact & Outcome: You Delivered a fully unified platform and operating model, strengthened risk posture, and reduced budget spend year‑over‑year. This consolidation became a foundational enabler for Truist’s post‑merger technology integration strategy.

• The Challenge: LPL’s Major Incident and Problem Management processes was fragmented, slow to mobilize, and heavily dependent on manual escalation paths. This created prolonged outages, inconsistent engagement, and unnecessary customer and advisor impact.
• Role & Contribution: Led a full modernization of Major Incident Management and Problem Management, redesigning escalation logic, integrating automation, enforcing more stringent SLAs, and leveraging AI‑driven correlation to accelerate detection, response, and resolution. Defined the operational vision, secured cross‑functional alignment, and drove disciplined execution across operations and shared services teams.
• Impact & Outcome: The team delivered a 52% YoY reduction in MTTR, along with a significant YOY reduction of Advisor Impacting minutes and incident recurrence, that materially improving platform stability and strengthening enterprise resiliency. This became a cornerstone achievement for LPL’s broader stability initiative.

• The Challenge: The Truist Service Desk was plagued by extreme hold times, often exceeding two hours, creating employee frustration, productivity loss, and reputational damage for technology that reached the Board of Directors Level.
• Role & Contribution: Rebuilt the support model end‑to‑end, establishing true 24x7x365 operations by deploying chatbot capabilities, renegotiating vendor contracts, and redesigning staffing and workflow structures. Instilled discipline, operational rigor, and a customer‑obsessed culture into a function that had been chronically underperforming.
• Impact & Outcome: Hold times dropped from two hours to under two minutes, a 98% reduction. This transformation restored confidence in the support organization, improved employee experience, and demonstrated measurable operational excellence.

• The Challenge: Wells Fargo required the ServiceNow Strategic Portfolio Management platform to bring transparency, strengthen risk alignment, and modernize how Enterprise Change would be governed, beginning with a Consumer Lending pilot and ultimately scaling enterprise‑wide. The organization lacked a cohesive strategy for centrally managing fragmented and inconsistent change processes, creating gaps in risk oversight, operational readiness, and collision prevention.
• Role & Contribution: Directed the end‑to‑end delivery of the ServiceNow SPM MVP, driving RFP/SOW development, assisting with vendor negotiations, and orchestrating cross‑functional execution. Built a new Agile development team from the ground up, established SAFe delivery practices, and served as the technical liaison to multiple business lines. Owned the ServiceNow SPM product strategy and delivery, ensuring alignment, velocity, and enterprise‑grade execution.
• Impact & Outcome: Delivered the ServiceNow SPM MVP into production, establishing enterprise‑wide portfolio visibility, strengthening risk posture, and creating a scalable foundation for future capability expansion. Executed an enterprise roadmap that improved workflow efficiency and ensured technology investments were tightly aligned with business priorities.

• The Challenge: Mission‑critical batch operations were plagued by chronic instability, unclear issue ownership, and recurring failures driven by poor application coding and flawed data injection practices. These defects triggered downstream business disruption, frequent database failures, and broad platform impacts—eroding reliability and exposing the enterprise to sustained operational risk.
• Role & Contribution: Instituted a rigorous governance model, strengthened monitoring and alerting, and enforced true service‑owner accountability. Partnered with engineering teams to begin the deployment of next‑generation hybrid on‑premise/cloud scheduling and ingestion tooling, ensuring the environment could scale reliably and support sustained growth. Modernized the staffing model, held SOW partners accountable for delivering adequate support, and secured the funding required to meet merger, acquisition, and organic platform expansion demands.
• Impact & Outcome: Delivered a comprehensive operational overhaul that drove an 80% year‑over‑year reduction in batch incidents, restoring predictability, stabilizing mission‑critical money‑movement and end‑of‑day processing, and materially reducing enterprise business risk.