Brian Underwood

At the Academic Training Centre, a 140K square foot facility with $15M in IT systems supporting the F-35 aircraft programme, support 200 end users. Control hardware and software improvements. Install, back up, and correct all break/fix issues in accordance with the Authority to Operate (ATO) regulations

• Leadership: Developed standardised procedures, policies, and instructions that were not previously available to ensure operational continuity. Troubleshooting was made easier, and programme sustainability was improved
• Project Management: As the primary point of contact for projects involving the installation and update of information systems, coordinated with cross-functional technical support teams spanning various divisions and five separate organizations when assessing capital improvement, repair, or installation projects, provided technical expertise.
• Project Highlight: Assisting with schoolhouse setup and ensuring network connectivity, 140 connections in classrooms had hardware installed and access control parameters set up. Developed a project timetable and planned network and system outages to ensure minimal service disruptions.
• Technical expertise includes troubleshooting, root cause analysis, coordination of outage responses, and service disruption mitigation Attended every CAB meeting, gave the QA team comments on best practises, and made that the hardware and software were in compliance with the specifications.
• Technical support: In 24/7 training operations, 100% network availability was maintained.
• Developed, scheduled, prioritised, and monitored IT and facilities trouble tickets with a team of 5 people.

The 62-person division's lead technician is in charge of installing, testing, maintaining, and repairing the equipment and information systems used aboard U.S. Navy surface ships and submarines based in Hawaii, San Diego, and Guam

• Leadership: Served as IT Project Manager. Trained new IT service members. Took on leadership role with no standardized procedures or policies in place and built continuity book that was key to training 30 Information System Technicians and my successor
• Fiscal Oversight: contributed with the $5 million budget estimates for the forthcoming fiscal year. In order to make sure that funds were allocated properly, project scope and resource assessments and customer demand forecasts were made
• Project Management: I was in charge of overseeing the entire project lifecycle, which included gathering requirements, determining the project's scope, budget, and schedule, keeping track of project milestones, coordinating customer revisions and system implementation, testing, and post-install follow-up
• Project Highlights: Led installation, upgrade and support projects of varying scope, such as:
• Led cross-functional project teams that installed 37 information systems, established network connectivity, and tuned systems to work with associated RADAR, SONAR, and antenna systems. This increased the intelligence-gathering capabilities of ships and submarines operating in the Pacific and led to my division receiving multiple awards from both NSA and U.S. Fleet Cyber Command / U.S. TENTH Fleet
• Managed PC refresh project that upgraded 175 PCs from Windows 7 to Windows 8. Created and managed project schedule that minimized interruptions and mitigated any data loss for all personnel
• Technical Expertise: Contributed to the creation of technical data that was used to implement operating, planned maintenance, and troubleshooting procedures on the information systems used by submarines of the Los Angeles class.

• Led technical team that supported multiple DIA sites and remotely assisted 1,500+ end-users on classified and unclassified networks
• Ensured service level agreements (SLAs) were met
• Provided Level 3 technical support services and resolved all issues within the SLA
• Leadership: developed the team's work schedule and oversaw leave policies
• Additionally helped in recruiting, training, and onboarding of new service members
• Tech concerns were managed and escalated as necessary
• Project Management: discovered that a cable management project's improper completion led to a 75% organization-wide outage after the project was finished
• Determined the root source of the problem, created a project strategy, and oversaw the team that restored connectivity
• IT Scheduling: tasks for the project that were scheduled and finished allowed monthly computer updates for more than 200 PCs
• Overseen software installs and upgrades, making sure they were finished in accordance with end-user schedules to reduce downtime and improve support
• Stakeholder Requirements: Collaborated with local support staff, site supervisors and division managers to ensure stakeholders’ needs were met
• Served as communication liaison between customer/stakeholder and technical experts to clearly convey requirements, clarify issues and communicate support issues.