scott burgess

* Started in 2000 on the Technical Architecture Team as an Infrastructure Developer. * Managed enterprise wide technical standards through a formal governance and request process. * Provided technical guidance to business and technical project teams, specifically in the areas of technical design, standards, and system integration.

Asked to become a member of the then newly formed Customer Experience/Enterprise Systems Management Team (ESM) where the vision is to provide proactive system monitoring; maximizing system utilization to support business needs. Partnered with business and technical teams to identify requirements to establish IT infrastructure/application performance monitoring and capacity planning. Effectively optimized the capability of IT infrastructure to deliver a cost effective level of availability that enables the business to satisfy its objectives through automation, alerting, and incident generation. Vendor management, strategic budget planning and tracking were among key areas of focus in this role.

Established corporate wide IT policy and procedures that included helpdesk, security, change control, computer equipment uniformity and system configuration. Researched, recommended, and purchased hardware and software based on need assessment and corporate strategic direction. Maintained IT budget and negotiation of IT vendor contracts. A working manager that included setting up corporate wide LAN/WAN, Windows/Novell/ UNIX servers, and enterprise phone system environments. Also prioritized and delegated assignments to IT department staff. Worked with business and senior leadership teams to establish IT strategic direction. Recognized for establishing corporate wide IT policy and procedures. Successfully maintained IT budget and negotiation of IT vendor contracts with year after year savings. Re-established faith in IT department and increased IT staff morale.

Contracted to Ford through MSX International to work on an exciting project to develop a hydrogen fuel cell vehicle. Worked with the Project Manager and over 50 engineers to capture and manage requirements in DOORS (Dynamic Object Oriented Requirements System). Continually exceeded expectations as a technical liaison between the project team and IT. Most notably, while working with a mathematician, we collected requirements and developed a database to track cost and weight data to perform complex analysis and reporting. The database was used by over 50 engineers and praised by leadership for its functionality and cost savings. Developed a database that tracked and performed cost and weight analysis, estimated savings range between $500K – 1M

The Auto Club Group with 8.5 million members is headquartered in Dearborn Michigan employs over 8,000 employees across 300 offices located in 11 states and 2 U.S. territories. IT Project Manager II (2010 – Present): In 2010, I was promoted to Project Manage I, then again to PM II in 2012 after working on a large, multi-phased, business critical application upgrade/re-platforming project. Manage projects of all sizes/complexities, many concurrently, from Initiation through close and stepped in on active projects to take over or assist when troubled. Lead projects in many spaces but specifically around Database Administration (DB2, SQL, Oracle), Systems Management (Dynatrace, HP Enterprise Operations Management), and Application Integration (WebSphere, FTP, Data Center Integration). Member of internal PMO Process Improvement team that establishes standards and uniformity. Mentored many new and step-up PM’s on internal PMO policies, procedures, and best practices. Recognized as a reliable leader/team player willing to step in where needed beyond the PM role.