Scott Dennull is a Strategic IT Professional experienced in directing high-impact and progressively responsible assignments in the public utility, non-profit, and technology industries. He has the ability to rapidly align with mission critical initiatives, envision enterprise-wide solutions, deploy cost effective methods, and engage high performance teams to consistently exceed expectations. Scott is highly successful in IT foundational integrity through designing infrastructures that achieve competitive advantage and expediting decision making through strategy development and planning.
SCOTT DENNULL Beavercreek, OH 45434-6275 www.linkedin.com/in/scottdennull Cell: 937.344.3098 firstname.lastname@example.org Residence: 937.427.1571 SUMMARY A Strategic IT Professional experienced in directing high-impact and progressively responsible assignments in the public utility, non- profit, and technology industries. Ability to rapidly align with mission critical initiatives, envision enterprise-wide solutions, deploy cost effective methods, and engage high performance teams to consistently exceed expectations. Highly successful in IT foundational integrity through designing infrastructures that achieve competitive advantage and expediting decision making through strategy development and planning. IT Leadership / Visionary Infrastructure Technologies Organizational Development Public Speaking Process Focus Data Center Management Strategic Planning Global Experience Application Design & Development Customer Focus Cost Reduction Efficiency Gains PROFESSIONAL EXPERIENCE DAYTON POWER & LIGHT COMPANY, Dayton, OH 2008 – 2012 A $1.6 billion regulated electric business that serves 515,000 customers in a 6,000 square mile area of west central Ohio. Associate Director Enterprise Infrastructure Led a team of 39 consisting of four managers and 35 infrastructure professionals; planned and managed a $4 million IT capital budget and a $6.5 million operating budget. Provided strategic vision and direction for enterprise infrastructure service solutions including: network, servers, storage, database, desktop, data center operations, and service desk. Saved over $1 million in capital spending by combining multiple project’s hardware / software purchases and discounts. Ran four 7/24 mission critical data centers using multiple hardware technologies, clustering, Oracle DB, and Storage arrays Measurably improved business transaction performance utilizing upgraded processors, enterprise storage, and SQL query improvements while remaining under budget. Reduced capital investments through the use of deduplication (storage), virtualization (server and PC), and consolidation providing better service to the business. Addressed vendors on the cost of their maintenance renewals saving operational expenses based on three year contracts, 3rd party contracts, and negotiated reductions. CA Tools were renegotiated for a three year renewal reducing the annual spend by $94,000. Created Strategic Architecture to improve decision making process for infrastructure. Developed IT professionals through skills assessment, gap training, mentoring, feedback, and promotions for key talent. Improved business efficiency by replacing outdated approaches with new technologies and processes. Successfully reconfigured enterprise infrastructure environment, organization, strategies, processes, and procedures. Built relationships with business leaders to understand how IT could help achieve resource efficiencies and cost reduction goals. Liaison for external service and hardware providers to manage costs and service levels to improve transaction performance. Established process and templates to provide infrastructure capital and ongoing financial implications for project estimates and ROI. Used third party service providers to reduce the large maintenance spend for outdated equipment and established refresh cycles. CARESOURCE MANAGEMENT GROUP, Dayton, OH 2004 – 2008 A $1.8 billion managed care administrative services provider for populations served through private government health care programs. Director Infrastructure and Support Services Managed a team of 41 consisting of four managers and 37 infrastructure professionals; planned and managed a $7 million IT capital budget and a $17 million operating budget. Provided strategic leadership, introduced technologies, and improved processes for enterprise infrastructure service solutions including: servers, storage, converged network, desktop, data center logistics, and service desk. Ran two 7/24 mission critical data centers using multiple hardware technologies, virtualization, SQL DB, and storage arrays Spoke as an industry expert at national conferences for Gartner Group, Computer World, AFCOM, and others resulting in positive publicity for the company. Successfully envisioned and implemented Strategic Architecture strategy, framework, and templates. Developed the initial documentation of the strategic architecture and IT governance processes with continual improvements. Eliminated $5 million capital and $1 million operational expenses through organizational restructuring while achieving goals and maintaining technical strengths. Developed the base Service Level Agreement used with business partners. Worked closely with business units to define their service portfolios, to prioritize the business functions that were critical to their success, and to develop their business continuity plans. Analyzed and documented critical workflow and processes by partnering with business leaders. These flows are used by leadership to drive their business model and strategic planning. Recovered $430,000 in recurring charges within one year by consolidating, eliminating, and re-negotiating telecom contracts. Responsible for the replacement of the enterprise call center telephony system with Cisco UCCE solution. SCOTT DENNULL PAGE TWO Established refresh cycles for all hardware platforms and software to reduce maintenance costs and ensure reliability. Defined initiatives and solutions for improving service efficiency and effectiveness with business executives and IT management. Trusted and respected by senior and executive leadership to align IT infrastructure and services with business strategies by creating business unit service portfolios resulting in better IT engagement, communication, and service. Advised decision makers of current and future infrastructure needs by assessing the relative impact of emerging IT trends. Improved end user productivity by successfully outsourcing to an enhanced response Tier 1 Help Desk resource. NCR CORPORATION, Dayton, OH A $5.3 billion provider of automated teller machines, retail point-of-sale workstations, self-service kiosks, and data warehouse. Director Global Systems Support 2003 - 2004 Provided direction, vision, and leadership for 33 global UNIX systems administration team members located on four continents: North America, Europe, Australia, and Asia. Ensured system availability and improvements by setting team objectives and priorities. Saved $1.37 million in two years by improving processes and shifting to an efficient mix of on-shore and off-shore resources. Consistently and reliably maintained 99.95% availability for critical UNIX business systems. Managed to world-class metrics (>90%) for key SLA tiers and criticalities: Time-to-Respond, Time-to-Resolve, and Work Request. Improved efficiencies by introducing new technologies and processes while meeting project and SLA commitments. Director Strategic Planning and Technology Management 2001 - 2003 Managed IT Services strategic planning, design, development, and support for five business units consisting of 28,000 employees. Formed, aligned, and globalized NCR’s technology and infrastructure vision, strategies, and objectives. Oversaw development of 23 Technology Solution strategies and 80 Enabling Technology roadmaps for IT Strategic Architecture. Transitioned Technology and Infrastructure’s functional solution focus to customer service model for processes and technologies. Reinforced the professional image of VP of Global Technology & Infrastructure through research and presentation development. IT Manager 1996 - 2001 Envisioned and implemented a global systems management strategy for UNIX and NT platforms by recruiting, assembling and managing a development team. Migrated to centralized systems management from a country or regional approach by deploying global processes and automation tools. Recognized with two Exemplary Leadership Awards and achieved the highest management rating out of 108 Global IT managers for two consecutive years. Enabled 24x7 remote monitoring from a single location by buying, building, integrating, and installing systems management tools. Managed a global NT Server Management program by successfully deploying a third party NT systems management tool on 850 servers located in over 200 locations worldwide. Addressed business user requirements by writing and establishing Service Level Agreements (country and application). Conducted individual employee meetings monthly to ensure alignment with purpose, adjust plans, and recalibrate performance expectations resulting in a high performance team environment with high employee satisfaction. Delivered applications on-time and within budget maintaining an efficient and effective application and technology infrastructure. Standardized, collected, and correlated information from 15 IT managers to produce: Strategic Long Range Plan, Annual Plan, Resource Plan, Objectives, Turnover Plan, Application Plan, and Associate recognition for US IT organization. Application Developer 1984 - 1996 Identified electronic mail support issues and developed solutions to reduce resolution time for end-user. Obtained International experience by coordinating and developing implementation plans for global IT initiatives. Created and implemented system and development standards for improved software development and management. Designed, developed, tested, deployed, and supported a mainframe dispatching system that reduced expenses by centralizing operations from local sites for the US Customer Services Division. Deployed hardware, software, procedures, and training regionally for a UNIX based application that enabled Service Coordination Center’s dispatching operations to continue during any centralized mainframe failure. EDUCATION Bachelor of Science in Computer Science and Mathematics (Cum Laude) Grace College, Winona Lake, IN CERTIFICATIONS ITIL: Information Technology Infrastructure Library Foundations (V2 and V3) Toastmasters International (Competent and Able) TECHNOLOGIES Operating Systems: Windows, HPUX, Redhat Linux, AIX, ZOS, VMWare Database: Oracle, MS SQLServer, DB2 Processing: HP, Dell, IBM Mainframe Storage: EMC, SUN, IBM, HP (3Par) Network: Cisco, Juniper, Brocade Telecom: Cisco VoIP AFFILIATIONS Dayton Area CIO Council, Dayton Technology First, OSU CIO Solutions Gallery, IT Martini Management, process, application financial, leadership, technology, operations, insurance, requirements, testing, budget
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