Identifying the gap between what is

and what should be makes you a critic . . .

 Stepping into that gap makes you a leader.

— Ruben Rodriguez, Cisco Systems

   

 

 

Rizers, Inc.

Founder (2007 – Present)

Currently developing the business plan and foundation for a web-based career management site and community. Building upon the explosion of social networking to harness the self-organizing behavior of the social web and amplify the impact of a small number of career coaches, enabling a broad array of ambitious professionals to accelerate their careers.


Department for Work and Pensions (DWP)

United Kingdom (2005 – 2006)
The DWP comprises seven major public agencies employing more than 120,000. Its outsourced IT suppliers encompass more than 6,000 employees. Gained valuable insights into delivering IT projects and services on a massive scale to a client base that experiences intense scrutiny from the press and the public.

Head of Corporate Infrastructure Delivery

  • Led the restructuring of a project management office that delivered infrastructure services to more than 120,000 employees while managing an array of outsourced vendors to actually deliver the projects Created a new project delivery organization to maintain enterprise accountability while project responsibility was transferred to fully outsourced IT providers.

  • Managed more than 200 employees through a downsizing effort to a team of 20.

  • Accountable for a project portfolio of more than £60M ($110M) funding 10 major programs touching more than 2,000 sites.

  • Operational leader responsible for high-profile upgrade of more than 160,000 PCs from Windows 2000 to XP. The project stakeholders were extremely resistant to change due to previous missteps resulting in 80,000 users unable to access computers for four days. Redefined the use of project steering committees to elicit strong engagement, commitment and support. Active roll-out was completed in 9 months with absolute minimal disruption.

Head of Operations – Service Delivery

  • Responsible for developing a senior leadership team as a result of a major restructuring of outsourcing arrangements. Accountabilities spanned manager development, coaching, organizational design, and process improvement.


Haas School of Business, University of California, Berkeley

President, MBA Association (2003)

  • Transformed the student leadership association from a poorly defined group to a full-fledged, registered student organization. Ratified a defining set of bylaws through a student-wide vote.

  • Resulted in a sustainable leadership organization that is driving significant improvements for students and the administration while providing a rich leadership experience for the participants in the MBA program.

  • Responsible for the introduction of a program allowing alumni to return to campus for free courses in the MBA curriculum, improving good will among alumni and forging sustained connections between the school and its graduates.


Cisco Systems

Program Manager – Human Resources (2003 – 2004)

  • Led an international Business Process Outsourcing team to develop an outsourcing strategy for HR Services.

  • Provided thought leadership and program structure to deliver a model that integrated organizational design, innovative approach to vendor management, highly leveraged technology and well-defined vendor management roles.

Program Manager / Internal Consultant – IT Infrastructure (2001 – 2003)

  • Inspired and led an initiative to develop processes and organizational structure for project portfolio management in a 600 person organization. Consolidated over 500 projects down to fewer than 100, resulting in the ability to proactively manage employee workload, optimize project resources, and greatly improve project completion rates.

  • Defined and implemented effective program management as a part of a comprehensive solution to ensure successful projects.

  • Established a Program Management Office for key programs. Held project owners accountable for key performance indicators, advised project managers on effective project planning and delivery, and mentored program managers on critical projects.

Manager, Windows Hosting Services(2000 – 2001)

  • Championed the introduction of Microsoft Windows technology into the core IT infrastructure resulting in hardware and software savings up to 80% compared to established UNIX systems. Created a dedicated team focusing on client support for applications using the Windows platform.

  • Managed application services delivery for the Microsoft Windows platform. Supervised a team of systems administrators supporting more than 1,000 Windows NT and Citrix servers. Interface with all application development teams for change management, release planning, capacity planning and emergency maintenance services.

  • Designed and implemented a three-year, $3.6 million alliance with Microsoft Consulting Services that provided four full-time Microsoft engineers on site. Defined services to provide premier support and a conduit to product services and development at Microsoft.

Senior Project Manager, NT Operations, Cisco Systems (1999 – 2000)

  • Extensive recruiting for new top talent.

  • Salvaged several critical projects from derailment.

  • Served on several post-merger integration teams. Became adept at Cisco’s world-class acquisition integration methods.


Exodus Communications

Manager, Network Operations (1999)

Led a team of 10 on all aspects of network and server operations in a rapidly expanding company of 1,300 employees and 26 locations.



International Network Services

Consultant, Program / Project Manager (1998 – 1999)

Provided project leadership on high profile projects, including leading a team of 12 on a 2-month project that developed a blueprint to migrate 2,500 Novell servers to Microsoft NT within three months.


Deltanet Inc.—San Francisco

Manager, Desktop and Server Support (1997 – 1998)

  • Provided all manner of end-user and back-end server support
    for 2,200 employees.

  • Reduced open help desk tickets from over 500 to a sustainable level
    of under 50.

  • Introduced structure and processes to sustain improved levels of service.

  • Managed a team of eight.


United Healthcare

Denver, Albuquerque, San Francisco (1989 – 1997)

  • One of 4 core Program Managers responsible for opening a new health claims processing center for 300 employees in Albuquerque. The office went from conception to fully functional in eight months capable of handling 40,000 health claims and 20,000 customer services telephone calls per week. Established all support services including Mail Room, Audit, Training, and Computer Services.

  • Led the development of database information systems that significantly enhanced the ability of local management teams to drive performance. Deployed systems to several regional claims processing centres.

  • Managed field support for five remote offices serving more than 750 employees. Led team of seven with employees in San Francisco, Denver and Southern California.


High School and College Instructor

Indiana, Colorado (1989 – 1997)

Taught high school and college mathematics, including courses in calculus, linear algebra, pre-calculus, college algebra, trigonometry, and physics. Refined the art of communicating complex ideas to any audience.

 

 

 

 

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