Patrick Ryan

SVP – ENTERPRISE SERVICE MANAGEMENT Designed and led a large-scale integration and transformation for a large global corporate merger for all IT Service Management and tooling functions. The integration resulted in designing and deploying a global standard operating model and tools consolidation initiative which included functionally aligning a multinational structure, processes, governance, measurement and inspection for all ITIL like functions and workflow in 141 countries. This included: • Redesigned, migrated and consolidated workflow systems from disparate platforms (onto Servicenow) including ITSM, ITOM asset management/CMDB, SecOps, Case/SRC, Performance Analytics, and Integration Hub over a 5 month period • Developed and maintained a roadmap for the platform vision, delivery objectives, performance metrics, and governance • Oversee ServiceNow platform governance to ensure platform capabilities and design decisions align with the vision and strategy • Own the ServiceNow demand management process and solution portfolio which includes prioritizing requests, securing stakeholder support and funding, leading, and overseeing project quality, and delivery of new releases and enhancements • Responsible for the development and maintenance of the system of record for all functions and capabilities • Developed and owned KPI dashboards used across shared technology and business units to identify systemics trends for incidents, problems, changes and CMDB accuracy and completeness. • Responsible to design, deploy and run all incident, problem, change, release, request processes across the global firm including manual and automated CAB structures and major incident mgmt activity • Designed and implemented auto discovery capabilities for HW/SW for over 13M CI’s (configuration items) • Manage the strategic and operational vendor relationships as required

Responsible for a 950+ person, $275+M budget organization leading all onsite and remote activities for 42 production data centers. Responsibilities include: • Platform Operations – Multiple hosting platforms, network, database, security and storage • Service Management – Incident, Problem, Change, Release Management, HW/SW Asset Mgmt/CMDB • Data Center Operations- Batch and Job Schedules • Enterprise Help Desk • Enterprise Cloud ITSM Application (Servicenow) – Product Mgmt., App Development, Onboarding and Support • Facilities Management • Remote Operations Command Center – Network and Security Ops Designed and led a complex large-scale transformation of the infrastructure organization involving 1900+ employees supporting 12 business units into a new shared service organization. New model included combined multiple operating models into one standard structure underpinned by common processes, methods, and governance. Increased organizational efficiency achieved through process alignment, optimization and talent upgrades resulted in 56% incident reduction, 42% MTTR improvement and 13% cost savings over a 2 year period.

Designed and led a large scale transformation of the data center infrastructure, application, information security and program management organizations from highly disparate decentralized structures into functionalized shared services organization. Increased efficiency and talent upgrades resulting in improved delivery and operational stability while achieving a 15% cost reduction over an 18 month period. Standardized highly variable, unpredictable operating model with common processes, KPI’s and redesigned organizational structure. Heavy concentration on deploying a future mode organization grounded in common and mature ITIL, SDLC, and operating processes leading to higher quality, and greater speed to market while reducing operational risk. Responsibilities included: • 475 direct employees; $800M revenue generating Business Unit • Application Development and support for 13 core productions applications and 150 surrounds • Application Quality Assurance and Testing • Data Center Operations for 13 Production Facilities • Cyber Security • Audit Risk and Compliance • Program Management Office

Assumed a troubled, underperforming Global organization responsible to provide highly available, optimal performing mission critical ITSM business applications supporting 7 ITIL based capabilities and 75+ applications across all corporate wide internal support groups and over 1,100 clients. Application instances spanned all 3 global regions utilizing a combination of onshore and best shore delivery resources. Using ITIL and its process framework, the operating model provided consistency and sustainability with measurable service levels across the Enterprise. Responsibilities and achievements include: • Reduced year one year capital and labor budget by 27%. • Provide leadership for 850+ person global organization with an expense base of $150M+ per annum. • Define and deliver services with tangible business value. Redefined capabilities, offerings and capability based costing methodology. • Controlled decision-making for service investments through the introduction of ROI based governance. • Completed enterprise integration/transformation bringing together 2 large independent organizations. Designed and completed integration planning and execution to transform and standardize the operating model. Activities included organizational, support processes, technology footprint, financials, and operating level agreements. • Increased best shore utilization by 24%. • Continually improve the functional maturity and execution quality for services. Consistently met published service level metrics while under extreme cost pressures.

Transportation Industry Group – Airline Segment Delivery Executive to the Global Airline segment responsible for all aspects of account management and delivery operations. (ITO, BPO, Apps). Functions include all operational and financial performance aspects of a global portfolio. Annual booked revenue of $503M+. 1700+ direct and leveraged employees. • Directed the development of the segment 5 year Operational Business Plans detailing an explosive growth strategy and service delivery initiatives resulting in overachievement of revenue, profit, TCV, and customer satisfaction targets. Operationalized the ongoing monitoring and management of business and operational processes. • Developed and deployed consistent segment level organizational/operating model and governance structure driving standardization, consistency, and predictability across all accounts. • Led successful major account turnaround efforts for two large accounts resulting in ‘promising” ratings from the clients after being notified by client of intent to RFP business. • Led account optimization effort driving organizational consistency and cultural and behavioral change, while reducing management structure by 35%, and driving leadership churn of 70+%. Changes have resulted in increased profitability, accountability and client satisfaction. 100% retention rate across portfolio in a highly competitive industry.

CLIENT DELIVERY EXECUTIVE - Major Automotive Manufacturer Provided leadership for delivering global services within a large troubled account. Fully responsible to lead an organization of 670+ employees in performing the implementation and delivery of a wide range of information technology solutions including ITO, BPO, and application services. Annual revenues of $210M. Accountable for performing to point of sale models, new business growth targets, and service level agreements. Directly aligned to Client CIO and Director of Operations. • Assumed a financially and operationally challenged underperforming account accumulating monthly service level penalties of $75k+. • Orchestrated the re-organization of the leadership team while re-dedicating and re-educating the resources to provide services consistent with client expectations and contractual obligations. Within 4 months had achieved a level of operational stability and performance eliminating performance penalties. • Gained client agreement to move to a fully leveraged delivery model when prior attempts had been unsuccessful. Led the effort to ensure a smooth transition into leveraged delivery model while transferring the organization and computing environment into offsite facility