Throughout his career, Charles Araujo has led and participated in a long series of successful projects in a variety of disciplines including:
- Data Center Build and Consolidation Projects
- Network Implementation Projects
- Application Development & Implementation Projects
- Organizational Development Projects
- Process Assessment, Development & Improvement Projects
- Strategic Analysis & Planning Projects
While it is not practical to list project descriptions for each of these, summaries and outcomes of several key projects are provided below.
Key Project Summaries & Outcomes
Operational Assessment & Roadmap Development of North American Service Desk Operations, Incident Management and Problem Management for a Multi-National Manufacturing Company
Led team of consultants in the assessment and analysis of the North American service desk operations and the supporting processes of Incident and Problem Management through the entire tier-2 and tier-3 support structure. Key element of the assessment was the performance of and interaction with a third party responsible for help desk operations.
Team conducted interviews across all corporate shared services teams as well as business unit IT teams. Detailed discovery was conducted with the outsourced help desk provider. Assessment culminated in a 3 day planning session in which a global service desk strategy and near term improvement plan was developed. All findings and the resultant strategy and improvement plan were successfully delivered to the customer.
Key Outcomes: While this is still an active customer initiative, early results have been very solid. Customer team executed the improvement plan, immediately initiating the recommended 'quick wins.' This resulted in an immediate improvement in the handling and escalation of Priority 1/Major Incidents, significantly reduced the number of open incidents and introduced escalation paths and closed-loop controls for all Incidents. These activities have resulted in:
- 50% reduction in MTRS (Mean Time to Restore Service) for Priority 1 Incidents
- Steadily increasing customer satisfaction numbers (up over 15% within 60 days)
- A more productive and positive relationship between the customer and their outsourcer
Development of the Technical Services Team for Friendly Hills Healthcare Network
Driven by an acquisition that tripled the size of the company, was charged with the development of a technical services team that would come to include Service Desk, Field Services, Network Design & Operations, Client Server/Intranet Development and Technical Procurement & Fulfillment. Began with a team of 3 full-time employees and a handful of contractors that were used during the migration project in support of the acquisition. Over a period of six months, grew staff to 30 employees and developed organizational structure and teams.
Leading the team, developed and implemented operational processes, policies and procedures across all operational areas. Key development was the creation of a closed loop incident management process that extended beyond Technical Services to include all areas of IT and included proactive notification of customers of service outages or potential disruptions to service.
Key Outcomes: Key measure of success for the project was that while the number of employees, locations and infrastructure elements increased threefold or more, delivered service levels actually increased. At service maturity (approximately 1 year after start) achieved service levels included:
- MTRS for a normal incident under 20 minutes
- Total delivery time from order of standard desktop device to installation of less than 1 day
- Reduced average delivery time of a Move/Add/Change (MAC) Request from 13 days to 4 days
- Average network and infrastructure availability of 99.95%
