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Gary G.

Tinton Falls, New Jersey 07701
(732) 241-0132
Information Technology Management Professional
Extensive Information Technology experience, most recently as a Project Manager for an Infrastructure
Obsolescence Project at Nomura Securities. Previous nine years I oversaw two Managed Services
Contracts for workplace services at Schering-Plough, then Merck. Other IT experience has been as a
Project Manager in Client Services, Technical Staff Manager, Help Desk Manager, and as a Technical
Product Manager, supporting sales and technical personnel.
Professional Experience
Nomura Securities
May 2015 to Present
New York, New York
Project Manager - Windows Server 2003 Obsolescence
Act as a liaison between the Enterprise Infrastructure Services group and the Corporate Technology
Services application teams, to facilitate the migrations of applications from Win2003 servers to
Win2008 servers.
Ensure application teams had the proper servers and server software for their migrations.
Coordinate the copying and moving of SQL and Oracle databases with the database groups.
Handle problems that arose before, during, and after migrations with the affected teams.
Hold weekly meetings with application managers to discuss issues, timelines, and updates on
migration activities.
Provide reports to management on project accomplishments, failures, and updates.
Facilitate the migrations and decommissioning of long term problem servers, applications, and
databases by persistently pursuing groups to work towards mutual goals.
Merck & Company, Inc.
February 2001-March 2015
Branchburg, New Jersey
Manager - Service Delivery
Managed the vendor relationship between CompuCom, Inc. and Merck. Merck engaged CompuCom
with a $6 Million annual contract covering thirty thousand devices. Responsible for the successful deskside support operations under the Managed Service Contract to ensure excellent customer service, and
enhanced value to Merck. Act as a liaison between Merck business partners and CompuCom to scope
out projects at the lowest possible cost, while maintaining superior quality of work.

Developed customer centric service offerings to meet our clients needs at large campus sites as
well as smaller remote locations. Worked with our service vendor to create a service portfolio,
and roadmap for future services.

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Worked with my extended service delivery team and IT partners to cut costs to Merck by
changing our service delivery models. Reduced hours of operation in our walk up service centers
but maintained service levels. Transformed remote locations from having an on-site technician to
a dispatch model. Utilized remote control tools to resolve issues that cut down on the need for
on-site visits.
Partnered with our service desk colleagues to provide feedback from onsite technicians to service
desk agents. Successfully cut the amount of issues coming to desk-side support by increasing
first call resolution at the call center.
Expanded the use of on-site service centers after the Merck/ Schering-Plough merger to include
the large former Schering-Plough locations. Six new centers were opened in a short period of
time with minimal expense.
Part of the project team that completed tens of thousands Schering-Plough to Merck desktop
computer conversions to Mercks standard operating system and domains.
Managed infrastructure projects following Mercks Project Management Methodology to deliver
projects on time and within budget. Ensured proper change management procedures were
followed. Updated knowledge management articles for support groups.
Ensured that the release and deployment of services into production, and communications were
effectively delivered to client base.

Schering-Plough (now Merck)

September 2005 November 2009
Summit, New Jersey
Project Manager - Vendor Management
Managed two tiers of a five tier Managed Services Contract with IBM Global Services. ScheringPlough engaged IBM with a $22 Million annual contract. This contract saved Schering-Plough almost
$20 Million over its 5 year span. Responsible for the desktop support and helpdesk tiers of the five year
contact. Responsible for the transition from a time and material contract with the previous vendor, to the
managed service model of IBM. Maintained business continuity during the transition, and guided the
new vendor through Schering-Plough processes and procedures.
Schering-Plough (now Merck)
February 2001-September 2005
Kenilworth, New Jersey
Project Manager - Client Services
Managed a staff of twenty-five Client Services Technicians and Relationship Managers to ensure the
successful acquisition, deployment, and support of desktop computing systems for approximately 3000
end-users. Responsible for the logistical coordination of desktop deployments for larger IT projects.
Analysts International Corporation
September 1997- February 2001
New York, New York
Technical Staff Manager
Responsible for the management of a staff of up to seventy Information Technology professionals
assigned to various clients of Analysts International. Main objective was to keep the rate of staff
turnover to a minimum. The New York Branch consistently had one of the lowest turnover rates of all
Analysts International branches.
GE Capital- Information Technology Solutions
South Plainfield, New Jersey
Service Manager May 1995- August 1997
HelpDesk Manager, September 1992-May 1995

December 1990-August 1997

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Apple Product Manager, December 1990-September 1992
Responsible for the sales, support, and service of all Apple Computer Inc.'s products at GE Capital-ITS.
TransNet Corporation
Union, New Jersey
Sales Manager-Apple Products, July 1989-December 1990
General Manager-Retail Stores, September 1987-July 1989
Store Manager, November 1985-September 1987
Sales Representative May 1984-November 1985

May 1984-December 1990

Byte Shop
Red Bank, New Jersey
Sales Representative

October 1983-May 1984

Technical Skills:
Windows OS, Microsoft Word, Excel, Access, PowerPoint, Networking and
Internet Technologies

ITIL Version 3 Foundation, Service Management Practices

Bachelor of Arts, Rutgers University