Lewisville, Texas, United States
Multi-award-winning IT Operations Analyst, resourceful IT & Technical Project Manager & USMC Veteran with great reputation from ten years of success in managing and improving IT, technical and electrical systems, people and results to surpass expectations.
On-site Controls Lead at DFW7 in Haslet, Tx. With Automation Engineering. Troubleshoot and modify software programs for material handling control systems, including PLC/PC controllers, Allen Bradley Controllogix and Compactlogix PLC platform utilizing RSLogix 5000 software package. Including Industrial networks such as Ethernet, ControlNet, DeviceNet, Profibus, AS-I, motor control systems, servo drives, frequency drives, and electrical distribution systems.Working on package processing systems, Allen Bradley PLCs, Cognex and SICK cameras and scanners. AutoSLAM, SmartPac, AR KIVA Stations, SL2 Sorters.
Working with Automation Engineering at the largest Amazon Fullfillment center.
Responsible for the growth and performance of a managed services account at UT Southwestern. The account is responsible for print/mail/document imaging/shipping&receiving.
Noteworthy Leadership Achievements: w Implemented continuous improvement development strategies to double site’s gross-margin percentage from low 20s to over 40% with minor variances from month to month. Attained buy-in from management on most continuous improvement projects. w Performed local equipment maintenance myself on Ricoh commercial-grade multi-function copiers/scanners/fax machines vs. bringing in expensive Ricoh Technicians saving employer $1800/year minimum ($150/hour x 12 visits per year = $1800). w Selected by senior management to handle iHeartMedia account, a key client account generating over $1.0M annually. w Key contributor to fulfillment efforts on hundreds of important technical projects during tenure, 100% of projects were completed on time for client, all deadlines were met, and we retained client long-term thanks to ultra-high levels of customer satisfaction. PATRICK C. HATTON ~ MOBILE: (210) 416-5691 ~ PAGE II Key Accountabilities: ▹ Originally recruited and hired as a Service Delivery Manager, but the major contract involved stalled for months, then failed to materialize. Thus, my title changed to Service Delivery Specialist after the first eight months. ▹ Execute on diverse client projects, meet deadlines, fulfill SLA per contract and ensure customer satisfaction and retention by mentally walk-through all processes involved in completing client specific projects to anticipate and resolve any potential issues that may arise to ensure we consistently exceed client expectations.
Noteworthy Leadership Achievements: w Managed four Business Process Management Projects, and ten DMAICS Process improvement methodology projects as Technical Project Manager. Results: All 14 projects were completed on time (1 cancelled), within budget, no reportable injuries and had 100% customer satisfaction. w Saved employer $2.0M over a three-year period as Technical Project Manager of USAA Printer Transition Project. Replaced 3300 obsolete commercial grade printers, installed 1500 modern commercial grade HP printers. Completed project on time, within budget, had no reportable injuries and client was 100% satisfied. Saved on per page, maintenance and toner cost, many payroll hours were saved via greater efficiencies as well. w Received USAA’s Super Star Award for outstanding volunteer service as volunteer Computer Education Instructor at two local high schools in 2002. w Honored with the Saturn Program Award in 2000 for tireless efforts to document processes for new IT Asset Management organization that was created from the program. w Recognized for outstanding results as an Acquisitions Analyst with USAA’s Microsoft Transition Project Award in 1998. w Increased capital asset tracking from ~ 80% to over 96%, previously procurement records of capital assets varied greatly per management judgement. Captured 100% of tax deductions, improved IRS compliance, eliminated waste via duplication, all assets were now locatable and re-deployable. IT assets were $330M at the time and many assets were unlocatable. Expense leakage prevention project assigned by CFO. Completed on time and on budget. Helped to avoid MM$ fines for noncompliance. w Assigned to IBM to MS Windows PC transition project, bought hardware, $23M worth of desktop PCs, 20,000 over 3-year period, set up master schedule to maximize efficiency, successfully tracked and logged location of > 95% all capital assets.