Don Murtaugh
Dedicated to Service & Committed to Quality
Email: don@murtaugh.org
Cellular Phone: 804.357.4100
A Change
Agent Senior Executive with broad experience in telecommunications and
financial services. Served on corporate governance boards such as the IT Board of
Directors, the IT Governance Board, the Real-estate Governance Board, and the
cost reduction council.
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CAREER EXPERIENCE
Retired
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2020 |
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Verizon,
Richmond, VA |
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A Publicly
traded global company that puts their extensive networking
expertise to work to help keep your people and your business connected.
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Senior Engineering
Manager, Life Cycle Engineering and Architecture |
2019 - 2020 |
Accountable
for effectively directing and managing client relationships and Verizon
workforce & processes in Network Engineering ecosystem.
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Responsible for leadership of a team in support of
customer objectives as delivered by Network Engineering; includes
responsibility/accountability for presentations and demonstrations related to
technology, process, or client solutions Ownership of continuous review,
identification, development, and implementation of improvements to the client
(and Verizon) environment to increase efficiency, quality, and speed of
delivered services Provide change leadership within immediate team and
encourage and nurture change across Network Engineering ecosystem Communicate
and translate functional/operational goals into team/individual objectives;
manage implementation of policies & procedures Carry out, inspect and validate
management administration tasks, such as time management and productivity
measurement, personnel development, etc. Management directly and proactively
a team of highly technical, distributed Network Engineers; provide
support/review and escalation for direct team Monitor, optimize and report on
resource and workforce management Close collaboration with
Engineering/Planning, IT, Product Development, and various Verizon and
external delivery and support teams to manage the design and implementation
of client projects. Manage business expense and revenue to ensure
profitability Responsible for the protection of Verizon customer proprietary
network information and Verizon information assets. |
2019 - 2020 |
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A
publicly traded company helping define the future of commercial, state, and
local government services. NGC and the Commonwealth of Virginia engaged
in a $2B partnership to upgrade and manage the IT infrastructure for the
Commonwealth.
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Regional
Service Director |
2006
– |
Accountable
for the Capitol Region Service delivery leading a team of 400+ service
technicians supporting all aspects of service delivery for agencies
headquartered in the seat of government. Leading cultural change for
hundreds of employees accustomed to working for state government and now
working for a publicly traded company.
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Postured NG for transition of Commonwealth IT Services to the NG Statement of Work |
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Developed transition project schedules, tracked progress using insightful ways to measure performance to the project’s milestones on time. |
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Developed a database with active server pages providing a Playbook hosting customer locations, services, circuits, support contracts, and support staff information |
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Delivered each of Service Delivery’s transition milestones on time and on budget in preparation for service commencement date |
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Restructured the regional support organization to leverage a geographic model enabling broader use or resources |
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Re-engineered desktop refresh process and outperformed the official channel by 600% during the same period |
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Developed a graphically based Quality of Service report depicting Operational Performance. |
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2002 - 2006 |
A
60 plus member firm providing contract Sarbanes-Oxley compliance, Chief
Information Officer services, strategic planning, ISO 9001, Six-Sigma,
statistical process control, and technology assessment consulting services.
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Removed $5M in compliance costs for a multinational manufacturing company, leading the IT department’s Sarbanes-Oxley section 404 compliance efforts. |
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Developed internal training classes covering implications, requirements, and methods of compliance for Sarbanes–Oxley legislation in a $1B manufacturing company. |
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Examined internal controls for section 404 compliance of Sarbanes-Oxley legislation. |
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Led an ERP system upgrade producing a flawless system upgrade that included user acceptance tests |
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Generated a strategy that produced up to $17.5M net present value for a health services organization. |
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Developed a web services practice including business development and global development sourcing. |
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Developed an alignment process for project prioritization for a health services organization. |
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Developed business process improvements for the DEA controlled medications reporting process for a Pharmaceutical company. |
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Developed and implemented a technology plan to spin off an energy business for a large regional power company. |
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Developed business continuity plans for clients. |
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1998 – 2001 |
Capital One Financial Services, Glen Allen, VA
A publicly
traded credit card company known for innovation with 40 million customers,
20,000 associates, and $3.8 billion in annual revenue.
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Director, Technology Futures |
2000 – 2001 |
Reported to the Chief Technology Officer. Led a value creation consulting business specializing in Data Warehousing, Information Based Strategies, Knowledge Management and Collaborative Processes.
Developed and directed a $100M cost saving strategy for creating a Technology Enabled Workspace Vision that included building and using a living lab to demonstrate the value of the strategy for customers while improving their power of collaboration.
Created two business process patents using XML to manage customer interactions at Internet e-Commerce websites.
Developed a business relationship with Intel to become one of the founding members for the Internet Business Consortium.
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Director, Service
Delivery |
1999
– 2000 |
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Reengineered business processes and outfitted 26 new buildings using a budget designed for 12 buildings to support 12,000 new associates while staying within 1% of the planned budget and not missing a single delivery date. |
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Developed a capacity planning model showing the business relationship to platforms and systems identifying systems available for reassignment saving $10M in capital investments. |
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Provided
change agent leadership using coke
machine and airline analogies
to turn around customer satisfaction producing a 20% improvement measured
using semi-annual customer surveys. |
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Added $54M of share holder value by negotiating a reduced cost telecommunication services contract. |
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Director, Data Center
Operations |
1998 – 1999 |
Reported to the VP of Operations. Restructured and enhanced the performance of the 180-member team with a $68 million budget within three months.
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1994 – 1998 |
Electronic Payment Services,
Wilmington, DE
A private company of 2,100
associates with revenues of $280 million generated from more than 2 billion
Automated Teller Machine (ATM) and Point of Sale (POS) online transactions a
year. Concord EFS acquired EPS in 1998.
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Senior Vice President, Strategic Planning |
1997 – 1998 |
Reported to the CIO. Developed and implemented corporate Information Technology strategies, directed the merger and acquisition of assets into the company’s business environment, managed capacity planning and developed strategies to replace the company’s core transaction processing platform.
Lowered operating costs by $2 million annually, reduced capital requirements 1,000%, and produced self-sufficient disaster recovery.
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Senior Vice
President, Telecommunications |
1997 – 1997 |
Reported to the Chief Production Officer & EVP. Directed a 90-person team with an operating budget of $68 million and a capital budget of $12 million to manage 28,000 ATMs and 137,000 POS devices.
Unified five product line networks into a single cohesive network that reduced operating expenses by $0.84 million yearly and avoided a $1.2 million investment.
Improved service quality by lowering service interruptions 51.5%, improved installation success to 95.3% in 45 days from 56% in 90 days, increased service restoration to 95.2% from 46% of problems cleared in five hours, and improved first time dial-access success to 99.1% from 93%.
Developed and implemented a network access strategy that reduced access operating costs by 52%, and decreased unit costs by 14% while sustaining revenue growth of 28% compounded annually.
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Director,
Telecommunications |
1994 – 1997 |
Reported to the CTO. Directed the telecommunication infrastructure, including enterprise voice and production data networks.
Turned around a P&L center losing 16.6% per year on revenues of $28 million to one producing a positive gross operating margin of 90%, while increasing revenue to $69 million.
Negotiated service agreements that reduced supplier costs by 44.4% from one major carrier and 17% from a second carrier including billing error recoveries exceeding $2 million.
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1978 – 1994 |
MCI Communications Inc., San Jose, CA
Transitioning
through three acquisitions beginning as Tymshare/Tymnet, acquired by McDonnell
Douglas in 1984, later selling the operations to British Telecom in 1989, who
sold the North American operation to MCI.
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Director,
Network Operations |
1992 – 1994 |
Returned operational excellence to the global frame relay network installed in 47 cities internationally and improved the operation of the 5,300-node global packet switching network. Directed all aspects of network management, service provisioning, and technical support. Produced results with a 150-person team and an operating budget of $40 million.
Negotiated operating agreements and policies for a $4.3 billion joint venture between MCI and British Telecom establishing Concert, a global data services company.
Exercised business initiative to develop and implement a tax strategy that saved $17 million in taxation for a merger and acquisition activity.
Trained as a Baldridge National Quality self-assessor and ISO 9001 certification for the corporation.
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Director, Customer
Service & Support |
1990 – 1992 |
Directed all aspects of Customer Service Call Center operations and provided three levels of global technical support. Directed a 156-person team with an operating budget of $12 million and a capital budget of $4.5 million.
Envisioned and executed a program to unite eight-customer service centers into one; thereby reducing operating costs by $0.75 million per annum. Executed the plan on budget, on time, and exceeding service quality targets, and received global recognition by winning the British Telecom Chairman’s Quality Award.
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Director, Network
Operations |
1987 – 1990 |
Directed all aspects of global network management and Customer Service.
Developed and implemented an outsourcing business supporting private global network management for Fortune 500 customers. Grew revenues 200% within three years.
Extended the global network to 5,000 nodes in 800 cities worldwide and installed network management centers in London, Paris, and Singapore.
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Manager, Network
Operations |
1982 – 1987 |
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Regional Manager,
Field Service, Operations |
1979 – 1982 |
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Field Engineer |
1978 – 1979 |
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1975 – 1978 |
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Philadelphia Gear Corp., King of Prussia, PA Electrician |
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Community Involvement
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2004 - Present |
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A Law Enforcement Officer serving as a reserve deputy in the Uniformed Patrol Division enforcing the laws of the commonwealth of Virginia and the county of Hanover. This is a volunteer position where I give back to my community as a law enforcement officer. |
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Education
and other experiences
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Education
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Board
Experience |
Greater Richmond YMCA
Technology Board |
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International |
Business travel
throughout Europe, Canada, Scandinavia, and Asia |
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Professional
Memberships
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Internet Society Advisory Council member 1997 -- 1998 Private Pilot, Instrument Rating – Aircraft
owners and Pilot’s Association |
