Shelly Dallmann

As Senior Manager for IT Support Services, I am responsible for 200+ staff managing tier one and tier two support departments across multiple global locations. My team serves as the central point of contact for IT issues and provides technical support services for over 366k internal Amazonians across 54 countries. I strive to provide challenging job opportunities for my team, hiring and developing the best by giving development planning and coaching to managers, identifying potential successors for my role, and giving team members exposure to Amazon senior management. I dynamically operate strategically, diving deep into technical, leadership, and operational issues as needed, and provide guidance and support across multiple geographies, cultures, and functional landscapes. • Manage cross-company initiatives, communicating status and results effectively across the Global IT business. • Responsible for creating the identity for a functional team and define how that team works within the context of its larger organization • Responsible for developing and maintain tier 1/2 staff and business models to drive operational discipline across a 24x7x365 support structure • Delegate longer-term projects that may comprise multiple and ambiguous tasks, and manage delivery consistent with an individual’s skill and need • Manage cross-company initiatives, communicating status and results effectively across the Global IT business • Define metrics aimed to monitor, manage and appropriately scale the environment to meet service SLAs and prevent service impacting incidents • Assess the efficiency and effectiveness of processes/systems to deliver current and future customer needs

• Responsible for a distributed organization of 100 staff members across 21 countries; functional areas include Global Service Desk, Field Support and Continuity of Business Operations (AMERICAS, APAC, EMEA, LATAM) • Established a hybrid in-sourcing and outsourcing strategy to achieve optimum flexibility, control and speed of IT end-user • Contribute to organizational strategic thinking beyond areas of responsibility; including OS upgrades, large scare hardware deployments, security remediation, project rollouts, post-acquisition integrations, real estate builds, IT product roadmaps and corporate diversity and inclusion initiatives • Drive maturity objectives determined by organization’s readiness and experience in relation to people, processes, technologies and consistent measurement practices • Liaise with internal departments as a point of expertise/escalation to ensure the attainment of end-to-end service levels and the delivery of commitments • Assist with the design and development of business intelligence and KPI dashboards • Work cross-functionally with diverse teams to ensure the attainment of end-to-end service levels and the delivery of committed services • Ongoing role development and resource planning, budget and cost analysis, partner and vendor negotiations • Scale IT end-user service offerings for dynamic footprint, growth and distribution of 22,000 employees and contractors spread across 175 locations in multiple countries

Global Service Desk • Managed third-party service provided to ensure compliance, managed budget, cost analysis, partner and vendor negotiations • Developed, proposed and executed an insourced service strategy which improves end-user experiences, cut cost and increased speed to delivery and evolved overall service offerings. User Account Management • Partnered with business and IT stakeholders to deliver global access management services across Expedia, Inc. for 50+ Expedia applications or tools • Successfully established relationships across multiple IT and business organizations to enhance quality of delivery and and build trust between AMT and its partners • Ensured SOX compliance for all supported applications in a highly manual work environment (i.e., intake, provisioning, reporting) • Created and optimized access management workflow and provisioning processes resulting in continuous increased efficiency, improved SOX audit scores and enhanced customer experience • Designed and launched an end-user web site and request forms to simplify and improve the end-user experience, resulting in increased efficiencies in ticket processing • Created an on-boarding process to streamline the integration of new applications and supported locations

•Oversee outsourced software development lifecycle in support of the B2B e-commerce experience. •Manage Project budgets and cost associated to outsourcing software development and order processing. •Track daily metrics and drive cost down through order automation. •Ensure vendor is aware of business objectives and priorities. •Manage project processes throughout the project life cycle according to the IT Project Management Framework. •Developed and communicated initial project plans, schedules, and statement of work to project sponsors, vendors, and project team members. •Reviewed change control process, and execute development/construction plans.

•Managed development activities outsourced to a 3rd party software vendor; ensuring completion of project commitments. •Cross functional alignment with other IT team and to support Credit and Activations systems. •Negotiation of contracts statements of work; and monitoring vendor risk. •Responsible forecasting, change control, and communicating project progress to the senior steering committee and business stakeholders •Defined release scope, assist business customers in identifying and articulating business requirements, assessing system impacts and estimated costs for enhancements and business initiatives. •Hosted vendor executive level reviews

•Managed the day-to-day activities of the helpdesk team. Staff included 2 Resource Managers, 4 Lead, 6 Contractor Representatives and 44 •Worked with Outage team to resolve critical high priority cases. •Recruited and train new representatives as required and continually update the skills of the team by providing on-going training •Interfaced with software develop teams for post deployment activities •On-going improvements in customer satisfaction, including cross functional alignment with the end-users and application and product owners. •Coordinate resources in the use of a knowledge base, Remedy and support tracking software product used by the tech support team •Produced weekly statistics, documenting statistics, patterns, and trends •Development and improvement of tech support work flow, policies, and procedures

•Negotiated multi-million dollar contracts with Lightbridge Inc. •Negotiated contract for two National overflow call centers to handle additional call volume •Organized and presented Executive level Quarterly reviews for VP’s and CIO of Wireless •Worked with the RFP process for determining future Credit Vendor selection for 3G •Maintained relationships with external vendors (ROM’s, SOW’s, SLA’s, invoicing, & contracts) •Managed a group of Project Managers and Analysts for ordering support within IT •Maintained relationships with Credit and Activations National Directors and VP •Hosted executive level projects up to the CIO

•Managed Contract SLAs and Pricing negotiations on Credit and Activation Applications •Responsible for a team of 2 Project managers and 6 Analyst who worked closely with the Credit and Activations management team on a wide variety of system improvement/acquisition efforts•Perform all necessary activities to gain elicit system requirements from business stakeholders •Coordinated schedules for User Acceptance Testing for all Regional Areas •Responsible for managing entire product life cycle for each release •Deployment manager for interface changes to support other Customer System Credit and Activation front-end systems

•Oversight of User Account Management Team day-to-day performance and processes •Created standard work-flows used by the business to request, grant and remove user permissions. •Developed an on-boarding process to integrate new applications into the User Account Management portfolio •Partnered with IT Security and other cross functional teams to conduct audits, identity gaps and opportunities for improvements •Assessed performance metrics to ensure customer SLAs and staffing levels were in line with business needs