Danelle Del Corso

Supervise a team of ten who deliver (1) device management services for all university-owned faculty and staff devices and (2) cooperative lab management services University-wide, which enable teaching and learning for faculty and students.

• Guided team to a positive culture post-organizational change, fostering collaboration and morale.
• Established a central Unified Endpoint Management service for the university, including a baseline for Service Standards

Supervised up to 8 members of the Service Desk’s 32 full-time staff and provided oversight to the Student Employee program which includes ~100 students. I was one of four managers who ensured the staff provided a stellar level of IT customer support for Penn State faculty, staff, and students.

• Coordinated with other Penn State partner units to establish consistent services for our common customers. Provided project management and organizational change management support for key initiatives related to the strategy of “shifting left”, which seeks to optimize the use of staff knowledge/skills as well as improve the customer experience through more self-service.
• Aided in establishing the Penn State Covid Call Center, which transitioned away from a 3rd party vendor and set up a new operational unit adjacent to the IT Service Desk.
• Provided design and setup for a SharePoint site as a Tier 1 Support Partner communication tool.
• Improved leadership team development by facilitating workshops such as Five Dysfunctions of a Team and Crucial Conversations.
• Created a dashboard for IT Service Desk managers to monitor daily volume metrics, enabling timely responses to leadership inquiries and proactive identification of potential issues.
• Led the effort to implement Knowledge Center Service (KCS) at the IT Service Desk and created a guide for the Service Management Office to onboard other units.

Oversaw FSL shared advising model, collaborating with alumni, students, staff, and faculty to assess needs and outcomes of values-based Fraternity & Sorority Life program. Managed FSL chapter evaluation and reporting process, supervising two Assistant Directors and serving as communication hub for campus partners.

• Created a process and communication mechanisms to manage a shared advising model
• Developed O365 Power App to track and share fraternity and sorority information and activities, enhancing accessibility and engagement. Presented app at 2018 Association of Fraternity/Sorority Advisors (AFA) national conference.
• Developed processes to streamline communication for managing the shared advising model

Advised the Interfraternity Council Executive Board, which represented 36 fraternities. Planned and facilitated IFC Executive Officer transitions, assisted fraternities in leadership development, and addressed chapter concerns. Administered the chapter assessment process and served as a liaison to advisors and national organizations.

• Facilitated council executive retreat for four councils and their officers, enhancing collaboration and strategic planning.
• Led students on animpactful service trip to New Orleans
• Navigated FSL staff, students, and advisors through a fraternity death and a significant shift in University FSL culture.
• Developed methods for submitting, tracking, and reporting on Standards of Excellence to improve accountability and performance.

Created and managed an employee engagement program and communication strategy, including facilitating focus groups and analyzing feedback, to maximize a quality employee experience. Partnered with key executives to develop global employee communication and support plans. Partnered with managers to develop employee education plans. Led and mentored managers to deliver the company culture consistently.

• Developed and launched a brand-new department to enhance organizational culture.
• Streamlined administrative human resource processes, enhancing onboarding activities to boost new hire engagement.
• Established mechanisms to collect, evaluate, and report on employee and manager engagement.

Managed day-to-day operations of the department, which consisted of 12 project managers. Managed business processes to facilitate smooth operations and successful project delivery. Researched, implemented, and supported technologies and methodologies for effective operations, including business process management, agile development methods, lean, six sigma, and project management.

• Oversaw the conversion from Onyx CRM to Dynamics CRM.
• Created an assessment process for executives to enhance prioritization and management of corporate initiatives.
• Was a member of a five-person operational team to establish a new subsidiary office in Sydney, Australia.
• Implemented agile development methods to streamline the software development process.
• Served as Project Manager for the pilot of a new professional service offering for a developing product line.

Managed daily operations, collaborating with sales and finance for order processing and fulfillment, and with IT to support the business systems.

• Merged Process Management team with Technical Project Management team to address morale issues, resulting in the formation of Business Process Management, a key group leading all company projects.
• Led implementation of MS SharePoint as a knowledge management tool, creating a company intranet for centralized information access. Provided template project sites for efficient project and team onboarding.

Managed day-to-day support of software systems for order processing and fulfillment. Wrote and maintained written procedures relating to those operational systems. Researched technology to aid in process improvement of primary business activities. Provided end-user support for operational processes.

• Successfully led the implementation of a global Customer Relationship Management (CRM) system, combining multiple databases and processes into one. This implementation included managing the vendor relationship, managing the development teams, updating/writing all new procedures, and training all staff. The rollout included three offices – State College, PA/US, Coventry, UK, and Paris, France.
• Led a process improvement project to review finance processes in ERP system. Established updated processes, procedures, metrics, and reports for ongoing management of processes.