Kamille Peterson

Responsible for leadership and direction of the ITIL-aligned IT Service Management Program and its functions, processes, systems, and governance. Develop and execute ITSM strategies to achieve departmental and business goals. Partner with multi-faceted stakeholder groups to solve problems and deliver creative, cost-effective solutions and services prioritizing enterprise communications, availability, and productivity.

Responsible for ensuring customers achieve success with ServiceNow products and INRY services. Worked closely with sales, marketing, and delivery teams to create a holistic customer experience to drive customer retention, growth, and advocacy. Identified customer needs, anticipated questions, and roadblocks, and identified solutions to help customers achieve their end goal strategy. • Played an active role in shaping market definition and strategy for healthcare market. • Utilized Data and tool driven sales like HubSpot & ZoomInfo to drive scale and efficiency. • Curated and presented data for forecasting, territory plans, etc. • Worked towards daily, monthly & quarterly KPI metrics such as partner meetings, quarterly value review meetings, pipeline generation, and services revenue.

Turned around an Enterprise Service Delivery Practice by fixing a failing Service Delivery platform, hiring talented engineers/service delivery practitioners, and building strong relationships with delivery partners. Championed customer-first thinking through faster agile delivery, product thinking, and creating strong cross-functional partnerships to deliver end-to-end customer solutions. Lead significant delivery optimizations by working with customers to eliminate manual processes with workflow automation and retooling delivery processes. Led a successful ServiceNow integration and consolidation as part of a $50 Billion merger of equals in less than 12 months. • Managed ServiceNow Platform & Delivery teams for a $50 Billion Financial Services Organization. Optimized platform licensing costs to create funding capacity for new capabilities. • Partnered with business operations to digitize workflows supporting enterprise & business opera- tions, eliminating 100’s of manual processes. • Implemented COVID PPE & equipment tracking system in less than 2 weeks to support urgent remote work engagement for 4,000+ employees as part of pandemic response. • Transformation to Lean hardware inventory management improved service and delivery, generated cost savings of $350K one-time with additional annual savings. • Created diverse talent pipelines with interns and community programs. • Built Service Management Office resulting in improved processes and response to regulatory and audit requirements. • Transitioned multiple teams to agile practices. Facilitate agile culture in operations teams influencing increased productivity and ownership of work. • Pivoted teams to working in a Product Model resulting in customer-focused outcomes.

Responsible for the design and implementation of an ITSMO. Responsible for Service Management Software (ServiceNow) and Service Management Processes. Operationalization of IT General Controls (COBIT). Oversight of Application Access and Security, including automation and identity management strategies.

Responsible for solution and service delivery activities within the application organization of information technology. Manage adherence to design, development, and deployment process standards working alongside project management and enterprise architecture. Define competency strategies to address evolving/emerging solutions. Direct activities of managers leading teams responsible for development, build, and deployment deliverables. Direction includes support for data management, quality assurance, project management, architecture standards, and methodology compliance. Accountable for managing people, finances, and business operations for applications support and responsible for strategic planning. Assuring that customers are the focus of all business activities and that team member satisfaction is essential for all efforts.

Responsible for implementation & maintenance of ~300 applications for specialty & sub-specialty healthcare & unique department needs. Accountable for management of people, finances & business operations for operating units. Assure that customers are focus of all business activities & that team member satisfaction is the essential ingredient within all efforts. • Delivered increased service levels & capacity by implementing team member engagement strategies • Championed application rationalization resulting in 20% decrease in applications by leveraging technology • Reduced TAT 400% for Biomed related incidents by creating an automated ticket assignment process • Increased patching security by 35% through automated patching • Identified IT owners for 900 applications resulting in faster ticket assignment • Increased team capacity 30%, generating resources for strategic projects by managing open positions & floating staff · Roadmap development and implementation for Service Now

Managed staff responsible for developing IT core process competency & tools through the ITIL framework. Managed staffing utilization, skills development & performance. Drove adoption & adherence to IT core processes. Delivered mechanisms that underlay IT core processes. Directed activities of enterprise monitoring development. Ensured commitment to data management, quality assurance, project management, architecture standards, & methodology compliance. • Improved access to IT services by implementing redesigned customer interface in <12 weeks • Delivered cost reductions & increased org maturity in service management by implementing service management tool • Championed critical project, completed on time & under budget through substantial risk mitigation & team member engagement • Improved team productivity & engagement by coaching underperforming staff

Partnered with business to develop IT solutions & strategies in support of key business strategies & tactics. Provided structure & information for the business to make timely & effective decisions on technology investments. Ensured the business received the expected service delivery of IT investments & services. Created partnerships with Sr. Executives & IT Department. Managed LAN support staff. • Improved customer service & service delivery through coaching & mentoring staff • Created positive & trusting relationships by working with front line staff as well as Sr. Management to produce results • Improved recovery time for services by prioritizing issues & improved communication by reporting status

Designed & implemented health care industry best practices through documentation of processes, data collection & analysis, & identification of best practices. Reported performance against process standards, created & maintained external benchmarking resources, & generated communication of results to stakeholders. • Achieved implementation of 140,000 sq. ft. multi-specialty medical facility via successful program management • Managed design & development of successful EHR workflows as a consultative resource for tools & methods

Accountable for operational implementation of EMR in a multi-specialty academic health center. Developed timelines & workflows related to individual clinic implementation & global strategic goals for organizational performance. Coordinated HIM, Risk, Regulatory/Compliance, Business Operations, Clinical Operations & Information Technology leaders related to organizational goals of the EMR. Accountable for various infrastructure project implementations. • Ensured project critical success factors were achieved by developing & publishing measurements & managing thresholds • Increased EMR adoption through modified training program, program recognized by vendor as best practice • Managed projects related to infrastructure support, load balancers installs, server, and database upgrades. • Managed Metro Optical Ethernet implementation project.

Responsible for daily operations for clinic site & staffing issues for various specialties within the UMMC clinical network. Provided direction to site staff in achieving unit & network objectives and assisted in the development & implementation of system-wide policies & procedures for area of responsibility. Led & participated in various committees/task forces to accomplish UMPhysicians, U of M Medical School, & UMMC objectives at the system, network, & site levels. Successively managed Psychiatry, Ophthalmology, Pediatrics, & Float Pool. • Coordinated regulatory compliance, JCAHO, HCFA, & United Behavioral Health (score 92%) • Increased staff retention by 300% through implementation of team member engagement strategies