Jerry Gentry MBA

Leading a new IT architecture and engineering team driven by achieving measurable business outcomes through partnering with lines of business and service providers. Develop IT roadmaps to guide a hybrid cloud environment, incorporate DevOps into all application development, deploy a data governance/quality/analytics program. Lead the migration to a collaborative environment via Microsoft365 (essential to COVID response). Coordinated on data collection from 150k+ IoT sensors. Initiated a pilot of private LTE wireless service resilience of grid support. Provide updates on strategic corporate projects to the CEO with specific action plans to address issues and next steps. Key Learning – Architecture is about adapting what works for the company, not following a specific model; Agile and DevOps are a mindset as well as methodologies & tools. It is always about the people, not the technology.

Immersed in delivering a Continuous Integration (CI) and Continuous Delivery (CD) process in a DevOps pipeline by consolidating four separate pipelines into one; transitioned from an on premise data center to AWS for 12 petabytes of stored images; Sponsored an initiative to maximize the use of AWS resources via a reserved instance negotiation for 1500+ instances resulting in $3M savings over 3 years. Development of a Kubernetes on Docker container strategy hosted in AWS. Designed security services in partnership with the CISO and Corporate Audit. Key Learning – Startup mentality has a strong carry over to all enterprises. Became an open source evangelist. Agile and DevOps are a mindset as much as tools and methods.

Led the global IT Infrastructure service delivery for network, client, compute/storage, service desk and site services. Ownership of architecture, engineering, and operations life cycle in support of 10,000+ colleagues in over 60 countries. Transitioned all services to managed service contracts achieving annual 20% savings. Created a cloud strategy (Azure and AWS) for IoT needs. Managing a team of 40 colleagues and 150 contractors with an annual budget of $60M. Key Learning – Service provider contracts need to have enough leverage to allow for correction of mistakes in an equitable manner. Removing technology silos has a positive impact on the end user experience.

Led network, middleware and common applications services. Addressed systemic email outages by focusing a SWAT program to assure consistent change processes and strategic investment in infrastructure to increase availability to 98% from ~90%. Financial planning and administration of $36M budget. Led staff of 41 direct reports and 9 contractors (including off shore) in network and security service delivery of multiple projects and programs. Key Learning – It is critical to transition home-grown tools and processes quickly to standard industry solutions

Designed, implemented, and managed the IT Transformation Practice resulting in $1.2M in annual revenue – a 65% increase. Oversaw marketing, customer engagements, negotiations, client relations, and P&L. Led projects in the financial, insurance, transportation, and defense sectors. Key Learning – Listening is a prerequisite to developing actionable plans that receive customer support to execute.

Resolved long-standing service delivery issues by establishing standard processes (ITSM) and practices for infrastructure changes. Managed a team of 10 engineers in three countries supporting solutions designs for the global infrastructure. Developed cross-organizational relationships supporting 30+ engineering projects and all operational activities. Initiated a SWAT discipline to address complex systemic issues. Developed vendor service objectives and capacity planning processes for $60M global MPLS network and application delivery services. Key Learning – Leadership has a more profound impact on IT success than technology or process; managing cross-organization SWAT teams to resolve systemic issues and informing senior leadership on progress and issues.

Led an organization transformation by integrating disparate site based operations teams into a single, global team. Responsible for service delivery of data, voice, and video services for the Americas, EMEA, and APAC regions. Led the network outsourcing initiative that saved $35M over 5 years. Responsible for a $175M budget and led staff of 150+ employees and 200 contract personnel worldwide, including offshore and onshore. Key Learning – Managing transformation across a global team requires setting clear objectives and maintaining intense focus. Service delivery excellence is the outcome once everyone is in complete lock step or the transformation stalls.

Led internal network strategy to facilitate business transformation and innovation efforts at the corporate level. Responsible for multiple transformation programs including conversion to Ethernet from token ring, and retiring SNA. Led application development team in creating a real-time monitor for business-critical apps using agile methodology. Initiated CERT compliant vulnerability scans and reported results to CIO weekly. Represented Corporate requirements in the $5B outsourcing of the network to ATT. Managed a network service delivery team of 35. Key Learning –Successful outsourcing depends on the clarity of the statement of work of all parties involved.

KStarted as a lead engineer responsible for computer room design and building wiring and rose to director of the global network which supported all authorizations and transactions across the world. Led the initial instantiation of Internet connectivity, created its first IP network and established an Internet security discipline. Key Learning –Delegating responsibility and control is difficult, but critical in improving staff performance.

Large and complex project management coupled with technical design and implementation of voice and data systems. Delivery of services was complimented by exceptional training and team support and a solid grounding in technical fundamentals. Key Learning – Sales training is fundamental to all aspects of business delivery.