Jamal Khawaja

jamal@khawaja.us

CORE COMPETENCIES

Business Skills	Industries	Technologies
Strategic / Operational Planning	High-Tech Mfg	SAN / NAS / Storage
Offshoring / Outsourcing	Oil / Gas	Disaster Recovery / High Availability
ITSM Process Re-Engineering	Energy	Hardware Infrastructure
Alliance Management	Consulting	ILM / Compliance
Project / Program Management	Investment Banking	Capacity / Performance Engineering

CAREER PROFILE

I am a visionary, results-oriented leader with ten years of progressive information systems experience and cross functional expertise in marketing and alliances. I utilize my business acumen with my ability to conceive and implement complex technical solutions to develop forward strategies and process synergies. I have extensive management and negotiation experience in the development of effective alliances with vendors and channel partners. I have strong knowledge and understanding of business processes and robust business planning skills, facilitating my ability to deliver bottom-line results and develop high-powered teams.

EXPERIENCE

*Bank of America, Inc., Charlotte, NC Present

Senior Vice President, Engineering and Operations, Global Infrastructure Strategy

Senior Architect responsible for the design of Bank of America’s next-generation datacenter of the future. The project had three goals:

Collapse Bank of America’s 48 Tier I and Tier II data centers into 18 super datacenters
Create a service utility oriented datacenter design in that IT becomes the supply chain for delivering IT services. This was accomplished by identifying individual resource elements and abstracting them into virtualized pooled resources and infrastructure services.
Design the next generation datacenter architecture with a five to seven year view of various technology disciplines, including data storage, network, grid computing, server, business continuity/disaster recovery, backup/restore, mainframe, and datacenter operations, with a core strategic focus on Information Lifecycle Management (ILM)

Led a cross-functional team of managers and architects to create the appropriate political and technical environment that would enable a successful project
Worked with Tier I Bank of America partners at a CxO level to socialize the project and pull together assistance from partners in the design of future generational technologies.
Designed ITIL based services and business solutions to enable services-oriented datacenter operations

*Lehman Brothers, Inc., New York City, NY; Jersey City, NJ 2008

Vice President, Capacity and Performance Engineering PMO

Led Project Management Office development to operationalize a management directive to achieve 2x application and infrastructure performance of peak load capacity
Designed ITIL based services and business solutions to accommodate key Capacity and Performance Management processes.
Designed and implemented technical collateral and program practices to manage capacity and performance planning for 55 Tier 1 applications in Fixed Income and Equity Trading.
Defined technical lifecycle for capacity planning and performance management
Provided subject matter expertise to capacity and performance management team with respect to workload characterization, quantitative model development, and organizational dynamics.

*Infinitous Global Services, Inc., Various 2007

Senior Vice President, Professional Services

Led services development business of a new organization; responsible for acquisition of major Fortune 100 clients.
Designed services and business solutions to accommodate key client processes.
Recruited and led team of 5 full time and 20 contract staff.
Key clients/projects include: Waste Management, BP, Wachovia, Wells Fargo, 1^st Choice Bank
Accomplishments of note:

Responsible for project delivery of a capacity planning and performance management project at Waste Management. The client had 150 TB of data from multiple lines of business and applications rapidly filling existing Tier 1 EMC storage. I helped establish the relevant metrics that we would use to analyze data growth and application performance, and then used those metrics as we proceeded to assess the environment. At the end of the project, we moved five applications from their monolithic storage to the second tier of a new tiered environment.

Accenture, Various 2005

Executive Manager

Executive member of core management team that provided multimillion dollar technology, Business Process Outsourcing, and ITSM services to Fortune 50 clients.
Establish, build and manage client relationships with key decision makers and establish trusted advisor status within those organizations.
Leverage client context by understanding client's overall business goals and be able to position Accenture as a Strategic IT partner are essential to the role.
Accomplishments of note:

At Enterprise Rent a Car: I was the project lead for a project to assess their existing infrastructure and determine the best way to allocate the data in order to reduce costs and manage/monitor growth and prepare for a disaster. I helped analyze existing data and the sources of data growth and determine the criticality and precedence of the data. I also led the engagement for ITIL conformance, involving rules definition, business process reengineering, monitoring and reporting analysis, and skills gap analysis. Ultimately the project resulted in a reorganization of the data center’s data management policies, a re-architecture of the SAN infrastructure, implementation of a tiered storage environment, the purchase of additional EMC hardware, a disaster recovery plan and supporting infrastructure, restructuring the capacity planning and management apparatus, and rules definitions for regular performance management.
At Booz Allen Hamilton: I was the project lead for an application alignment project that looked at various lines of business and their associated data growth and retention. This project revolved around capacity and performance planning and determining what platform data should reside on based upon hard metrics like operational/business requirements, performance of applications, data growth, data retention, disaster recovery, data mobility (RDP) etc. The project created a storage tiering plan for the client and aligned applications to the appropriate level of cost/performance tier. We also migrated dozens of terabytes of data from multiple sources across the data center and remote offices to the new tiered storage platform. It also resulted in $7MM in additional services.
At Visa, I was the project lead for an application alignment project that looked at how to manage a number of applications based upon growth and performance metrics associated with those applications. This project revolved around sizing storage and performance requirements and determining what platform data should reside on based upon hard metrics like operational/business requirements, performance requirements of applications, data growth, data retention, disaster recovery, data mobility (RDP) etc.
Worked with technology partners and internal sales/marketing resources to better align existing solutions to the needs of the market. Four major service solutions were overhauled, retooled, and distilled for simplicity.

*Network Appliance, Houston, TX; Sunnyvale, CA 2004

Regional Director

Key member of core management team that cultivated a multimillion dollar professional services division and developed standard business practices that aligned with corporate strategy. Specific objectives focused on the successful achievement of cost-to-growth expenditures and projected revenue and margins attainment of the organization
Accomplishments of note:

At Galileo, I was the project lead for an assessment and implementation of a new high-availability solution for business critical applications. The project involved looking at operational requirements and historic data growth, and determining what type of solution would control the massive data growth and retention requirements, and operationalizing a disaster recovery mandate from the office of the CIO while maintaining a 99.999% uptime requirement. After months of an exhausting discovery process, a Net-App based solution was submitted, along with a data migration plan that would keep downtime to zero. We also did a skills and gap analysis and created a series of programs to control and organize data growth, retention, and backup/restore operations. During the storage reallocation, we moved over 12 TB scattered across the datacenter to the new solution. We also established an offsite disaster recovery site that would swing major network and applications in the event of a catastrophic failure of the primary site.
At Wells Fargo, I was the project lead for a project to assess their existing infrastructure and make forward-looking recommendations based upon their data growth and application patterns, the organizational alignment of IT to the various lines of business, disaster recovery/business continuity business requirements, and their existing storage infrastructure.
I designed, developed, and advocated an internal engagement model. This process reengineering was designed to provide a feedback-based framework for identifying and initializing internal resources to support project based operations. This model was rolled out internationally, affecting 8,000 users on five continents
Authored a professional services handbook that defined professional services engagement methodology, roles and responsibilities, escalation points, and performance factors. This handbook was adopted internationally.
Designed, developed, and documented NetApp’s project management methodology. The framework used was a combination of ITIL and PMI, modified in order to fulfill organizational requirements and industry norms. Ultimately as a result of my work a formal PMO was established along with a few other business units that I suggested.
Drove the development of product services strategy geared towards a simplified PS sales and engagement lifecycle. A services cookbook was rolled out that consisted of both new services and simplified existing services that included internal solutions, technology partner solutions and go-to-market strategies.

*BP, Houston, TX; Calgary, Canada 2003

IST New Projects Director, NAGP DCT

Collaborated with management to translate corporate and functional business objectives into strategic business plans and systems development.
Accomplishments of note:

Successfully deployed an EMC Disaster Recovery Initiative that had languished due to a lack of partner support. I was tasked to bring EMC to the table and create an atmosphere of delivery and performance. The project involved assessing the current state of data growth and the volume generated by various lines of business and creating/implementing a storage allocation re-engineering plan that would align the IT infrastructure to operational/technical requirements.
Successfully migrated online energy trading application from Calgary, Canada to Houston, Texas. The migration included database and application components that were being moved from a legacy system in Calgary to a more robust multi-node cluster in Houston, Texas.

*ExxonMobil, Houston, TX 2003

Project Manager, Server Migration and Consolidation

Managed the migration of data and applications from legacy servers to new, consolidated environment.

*EMC², Houston, TX; Austin, TX; New Orleans, LA 2002

Program Manager, Professional Services

Project Management oversight across TAKO Region consisting of 4 states; direct management of top opportunities. Direct responsibilities included service delivery, professional services advocacy, and business development.
Critical projects on accounts that required direct oversight included:

o American International Group SAN Upgrade/ECC 5.1 Migration Project

o Anadarko Petroleum Corporation SAN Migration Project

o Motorola SAN Evaluation Project

o KPMG (Bearing Point) SAN Initiative Project

*Sun Microsystems, New York City, NY; Washington DC 2002

Project Manager, Critical Accounts

Directed engagements that were in red or critical status; assumed ownership of over-budget projects or projects with high customer dissatisfaction.
Typical projects included SAN/NAS infrastructure enhancements, backup and disaster recovery, and ILM and SRM strategies for data storage with product and service costs between $3 and $15 million dollars.
Major project turnarounds and successes include:

o NYCAPS Disaster Recovery Project, New York City, N.Y.

o Defense Logistics Agency SAN Integration Project, Washington, D.C.

o DoITT SAN Migration Project, New York City, N.Y.

*ADS, Inc., Tucson, AZ 2001

Project Manager, Corporate Recovery

· Created a new sales structure to better align new business development goals while improving existing client service and retention

· Reengineered production control organization to operate with 33% fewer resources and reduce rework by 75%

· Provided supply chain and logistics management assistance to ensure a consistent manufacturing process and sales order fulfillment.

*Reliant Energy, Houston, TX 2001

Senior Consultant

Tested and evaluated EMC and NetApp SAN solutions

*Inrange Technologies Corp., San Ramon, CA 2000

Systems Engineer

Designed SAN solutions using Inrange’s suite of SAN hardware.

*StorageWay, Fremont, CA 1999

Senior Integration Engineer

· Design and Architect Fibre Channel SAN solution for EMC Symmetrix and Hitachi 9960.

*ConocoPhillips, Houston, TX 1998

Senior Consultant

Technical Lead on a team that deployed Windows 2000

Compaq Computers, Houston, TX 1998

Technical Support Engineer III – Consultant

Provided senior consultative support to Compaq Technical Support Engineers.

U.S. Devices, Houston, TX 1996

Consultant

Windows and Novell platform rollouts, upgrades, and cross-platform integration.

EDUCATION/CERTIFICATION