Dominic Vetro

PMP Certified technology professional with experience in various aspects of Information Technology. Experiences have ranged from hands-on technical work, project management, service delivery, and leadership roles. Strong leadership, management, business, technical, and communications skills. Commitment to a high level of professionalism, attention to detail, with a focus on customer experience

Recent Accomplishments:

Led the effort to shift the Service Delivery organization to be data driven, with a focus on continuous improvement via cross-functional change with a focus on value.

Led the effort to formalize our KPI's/Key Metrics by way of a formal Dashboard rollout. The Dashboard including our Key Metrics, along with targets to define what 'Good' should be. These metrics included:

o First Contact Resolution Time

o Incident Resolution Time

o Initial Incident Response

o Incidents by category

o CSAT

o Tix Opened v. Closed –

o Tix by department, user

o Tix by Tech

Led the effort to establish a departmental scorecards concept resulting in quarterly reviews with operational leaders from the business to assess performance along with opportunities for improvement. related to incidents/service request trends. Most importantly this effort allowed us to collaborate with our business partners, building strong relationships, along with seeking opportunities for improvement.

Led the effort to develop our 5 year Service Delivery roadmap which outlined current state, desired future state and the gaps\initiatives\\investments required to get us to the our desired target state. Projects, priorities, resource plans, timelines, investment required. The 5 year vision focused on decreasing end user downtime, minimizing service desk response times, and empowering end users via an expansion of our service catalog and enabling more self-service options.

Led the project to consolidate the organization onto our core Cherwell ITSM tool. The consolidation scope including migrating 4 disparate ticketing systems and consolidating them into Cherwell.

Additional Accomplishments:

Led the effort to implement a centralized KB leveraging sharepoint. The KB was used by both Service Desk L1\L11 and field support to assist with incident and service request fulfillment.

Led effort to add efficiencies to our new hire onboarding process related to integration with WorkDay

Led Pager Duty \ Atlassian Ops Genie Assessment, with recommendation included, to automate incident management\escalation

Led the recent effort to look at alternatives to our current Cherwell ITSM tool, resulted in a ServiceNow implementation.

Led various operational projects, most recently Win11 upgrade and move into new multi-million dollar new company campus,

Led the team through multiple organizational changes, while maintaining a high level of operational excellence

Represented the Technology organization for our Holman Automotive 5 year strategy planning initiative and setting the tone for the session in driving home the need to focus on the Customer Experience. As a result we have embarked on a CX Journey Optimization which focuses on CX as it relates to our Holman Automotive biz segment.

Put in a place a Monthly Steering committee review meeting with various leaders from the Biz to discuss the state of Holman Auto and IT, providing key project updates and updates on any pressing issues, defects enhancements, rollouts. These meetings were beneficial into providing Biz leadership with a lens into where IT was focusing their time. This effort also helped to bolster relationships between IT and the Biz.

Presented IT state of the nation updates at our Bi-annual GM leadership meetings, which included our Holman Auto President, and Holman Enterprises COO, and part of the Holman Family

Led Intune MAM rollout for Automotive Single Purpose SW devices, set scope, schedule, post deployment support, communication plan to biz leadership on what, why, when, how, etc…

Move to Remote work for Call Center: Driven by the COVID pandemic, we were tasked with moving our Automotive Call Center, consisting of ~100 agents, across two main locations, from an in-office setup to work from home. The Ask was to complete this in a week as the Pandemic spread began its move. My direct involvement included creating the inventory of call center agents, location, equipment. I was also responsible for configuring the Cisco phones for a work from home setup, versus in-office. Additionally, I was tasked with developing the logistics plan to have the agents come in over a 2-3 day span to pick up their equipment from the office for them to bring home. I also created the documentation for the work from home setup, which included, instructions on the hardware setup, login, VPN, and soft phone dialing. Most importantly, I was tasked with providing timely updates to the Department VP, along with the Automotive President. In the end, we were able to successfully move all call center agents to a work from home setup in 3 days total.

Financial Project Management/Implementation - Led the effort to upgrade Holman’s Hyperion Financial instance to a current version, worked with the biz to ID key requirements, engaged a 3rd party for the implementation and co-project managed the effort with the 3rd party. On Budget, On Time.

Previous Employment Accomplishments:

TD Bank - Remote\Teller Image Capture: Working for TD Bank, I was responsible for Applications Management/Delivery for a Canadian based large financial institution, with a large presence in the Northeast. My main responsibility was supporting the customer facing Teller and Customer Service Rep applications you would find in any typical branch location. The project involved a remote image capture implementation that would enable check/deposit slip images to be scanned at the teller station in a real time fashion. On the backend, the Remote Image Capture was fueled by an application server, web server, and SQL server. I was responsible for working with the vendor on the back-end application installation, and initial implementation. I also assisted my team in the design, implementation of the changes required on the front end Teller system. This was a multi-phased, $$8 figure plus investment that had visibility at the highest levels within the org. This initiative lasted well over 3 years, with many hurdles along the way. In addition to the installation on the back end, we were also tasked with setting up a High Availability and Disaster Recovery instance for the back end. This portion involved working with the Server/Database/Network infrastructure teams to build the backend failover leveraging Geo-Cluster technology providing replication from Mount Laurel, NJ to Toronto Canada. There were issues with the initial design requiring us to pivot and look at alternative options. In the end I worked with the vendor to help develop a file based replication solution that allowed us to recover the primary site using the Toronto site as a secondary/failover. The design we developed became the new standard for which the software vendor began using as a result of the success we had. Today, this technology is still in place and ended up being the genesis for what is now the ability to remotely deposit checks on a hand held device.

TD Bank - MultiBank Rollout: In a previous life, working for TD, I was tasked with taking ownership of a project name MultiBank. MultiBank was an initiative driven by an acquisition consisting of 2 US based banks being acquired by a larger Canadian based bank. The objective of the MultiBank project was to provide banking services for areas where both US based banks were co-mingled from a location proximity perspective. In other words, MultiBank would allow a customer from Bank A to do banking in Bank B branch, and vice versa. The initiative was driven by the fact that the integration between Bank A and Bank B would be 2-3 years in the making, MultiBank provided a solution that in essence gave the customer the appearance that Bank A and Bank B were already integrated. The Scope, ~500 branches up and down the east coast. 2 PC’s in each branch installed with Teller and Customer Service Rep software for Bank A and Bank B. My role, developing the PC image, establishing a budget, a project plan, procuring all of the necessary hardware, developing a rollout plan, communicating plan, leading Steering Committee meeting updates along the way. Orchestrating the actual rollout with a managed services provider, along with internal team members. Additionally, I worked with the networking team as circuits/connectivity from Bank A and Bank B needed to speak to each other from a routing perspective. This was a project we successfully rolled out in 3 months and was a huge success. As a result I received what would be the equivalent of employee of the year award which we called the circle of excellence.

• PMI, Project Management Institute
• SNUG, ServiceNow User Group

PMP, Project Management Professional