Download Don Murtaugh - IT Executive - Donald J. Murtaugh, an IT Executive

Donald J. Murtaugh
9134 Stephens Manor Drive
Mechanicsville, VA 23116
Home (804)550-1078
Cellular (804)357-4100
Email: [email protected]
A Change Agent Executive with broad experience in telecommunications and financial services. Served on
corporate governance boards such as the IT Board of Directors, the IT Governance Board, the Real-estate
Governance Board, and the cost reduction council. Supported 40 million customers providing strategic direction
and technical solutions to complex business needs. Managed P&Ls, high volume transaction infrastructures,
negotiated service contracts and outsourcing agreements, and improved customer service in constantly
changing environments.
PROFESSIONAL EXPERIENCE
Northrop Grumman Corporation, Richmond, Virginia
2006-Present
A publicly traded company helping define the future of commercial, state, and local government services. NGC
and the Commonwealth of Virginia engaged in a $2B partnership to upgrade and manage the IT infrastructure
for the Commonwealth.
Regional Service Director 2006 - Present
Accountable for the Capitol Region Service delivery leading a team of 400+ service technicians supporting all
aspects of service delivery for agencies headquartered in the seat of government. Leading cultural change for
hundreds of employees accustomed to working for state government and now working for a publicly traded
company.
 Postured NG for transition of Commonwealth IT Services to the NG Statement of Work.
 Developed transition project schedules, tracked progress using insightful ways to measure performance
to the project’s milestones on time.
 Developed a database with active server pages providing a Playbook hosting customer locations,
services, circuits, support contracts, and support staff information
 Delivered each of Service Delivery’s transition milestones on time and on budget in preparation for
service commencement date.
 Restructured the regional support organization to leverage a geographic model enabling broader use or
resources
 Re-engineered desktop refresh process and outperformed the official channel by 600% during the same
period
 Developed a graphically based Quality of Service report depicting Operational Performance.
Core Management Consulting, Richmond, Virginia
2002-2006
A 60 plus member firm providing contract Sarbanes-Oxley compliance, Chief Information Officer services,
strategic planning, ISO 9001, Six-Sigma, statistical process control, and technology assessment consulting
services.

Removed $5M in compliance costs for a multinational manufacturing company, leading the IT
department’s Sarbanes-Oxley section 404 compliance efforts.

Developed internal training classes covering implications, requirements, and methods of compliance
for Sarbanes–Oxley legislation in a $1B manufacturing company.

Examined internal controls for section 404 compliance of Sarbanes-Oxley legislation.

Led an ERP system upgrade producing a flawless system upgrade that included user acceptance tests

Generated a strategy that produced up to $17.5M net present value for a health services organization.

Developed a web services practice including business development and global development sourcing.

Developed an alignment process for project prioritization for a health services organization.

Developed business process improvements for the DEA controlled medications reporting process for a
Pharmaceutical company.

Developed and implemented a technology plan to spin off an energy business for a large regional
power company.

Developed business continuity plans for clients.
Capital One Financial Services, Glen Allen, Virginia
1998-2001
A publicly traded credit card company known for innovation with 40 million customers, 20,000 associates, and
$3.8 billion in annual revenue.
Donald J. Murtaugh
Page 2
Director, Technology Futures 2000-2001
Reported to the Chief Technology Officer. Led a value creation consulting business specializing in Data
Warehousing, Information Based Strategies, Knowledge Management, and Collaborative Processes.
 Developed and directed a $100M cost saving strategy for creating a Technology Enabled Workspace Vision
that included building and using a living lab to demonstrate the value of the strategy for customers while
improving their power of collaboration.
 Created two business process patents using XML to manage customer interactions at Internet e-Commerce
websites.
 Developed a business relationship with Intel to become one of the founding members for the Internet
Business Consortium.
Director, Service Delivery
1999-2000
Reported to the Chief Information Officer. As a change agent, reengineered business processes that
provided 100% business growth for all aspects of electronic services within the corporation including
computing platforms, call center voice platforms, video and data network through to and including desktop
computers and end user support. Directed a 700-person team with a $215 million budget supporting 20,000
associates, 86 terabytes of data, 650 file servers, and five mainframe computers.
 Reengineered business processes and outfitted 26 new buildings using a budget designed for 12
buildings to support 12,000 new associates while staying within 1% of the planned budget and not
missing a single delivery date.
 Provided change agent leadership using coke machine and airline analogies to turn around customer
satisfaction producing a 20% improvement measured using semi-annual customer surveys.
 Added $54M of share holder value by negotiating a reduced cost telecommunication services contract.
Director, Datacenter Operations
1998
Reported to the Vice President of Operations. Restructured and enhanced the performance of the 180member team with a $68 million budget within three months.
Electronic Payment Services, Wilmington, Delaware
1994-1998
A private company of 2,100 associates with revenues of $280 million generated from more than 2 billion Automated
Teller Machine (ATM) and Point of Sale (POS) online transactions a year. Concord EFS acquired EPS in 1998.
Senior Vice President, Strategic Planning
1997-1998
Reported to the CIO. Developed and implemented corporate Information Technology strategies, directed the
merger and acquisition of assets into the company’s business environment, managed capacity planning and
developed strategies to replace the company’s core transaction processing platform.
 Lowered operating costs by $2 million annually, reduced capital requirements 1,000%, and produced
self-sufficient disaster recovery.
Senior Vice President, Telecommunications
1997
Reported to the Chief Production Officer & EVP. Directed a 90-person team with an operating budget of $68
million and a capital budget of $12 million to manage 28,000 ATMs, 137,000 POS devices, and all
communication networks including desktop computing, voice systems, and PeopleSoft installation.
 Unified five product line networks into a single cohesive network that reduced operating expenses by
$0.84 million yearly and avoided a $1.2 million investment.
 Improved service quality by lowering service interruptions 51.5%, improved installation success to
95.3% in 45 days from 56% in 90 days, increased service restoration to 95.2% from 46% of problems
cleared in five hours, and improved first time dial-access success to 99.1% from 93%.
 Developed and implemented a network strategy that reduced access operating costs by 52%, and
decreased unit costs by 14% while sustaining revenue growth of 28% compounded annually.
Director, Telecommunications
1994-1997
Reported to the CTO. Directed the telecommunication infrastructure, including enterprise voice and production
data networks.
 Turned around a P&L center losing 16.6% per year on revenues of $28 million to one producing a positive
gross operating margin of 90%, while increasing revenue to $69 million.
 Negotiated service agreements that reduced supplier costs by 44.4% from one major carrier and 17% from a
second carrier including billing error recoveries exceeding $2 million.
MCI Communications Inc., San Jose, California
1978-1994
Donald J. Murtaugh
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Transitioning through three acquisitions beginning as Tymshare/Tymnet, acquired by McDonnell Douglas in
1984, later selling the operations to British Telecom in 1989, who sold the North American operation to MCI.
Director, Network Operations
1992-1994
Returned operational excellence to the global frame relay network installed in 47 cities internationally and improved
the operation of the 5,300-node global packet switching network. Directed all aspects of network management,
service provisioning, and technical support. Produced results with a 150-person team and an operating budget of
$40 million.
 Negotiated operating agreements and policies for a $4.3 billion joint venture between MCI and British
Telecom establishing Concert, a data services company.
 Exercised business initiative to develop and implement a tax strategy that saved $17 million in taxation
for a merger and acquisition activity.
 Trained as a Baldrige National Quality self-assessor and ISO 9001 certification for the corporation
Director, Customer Service and Support 1990-1992
Directed all aspects of Customer Service Call Center operations and provided three levels of global technical
support. Directed a 156-person team with an operating budget of $12 million and a capital budget of $4.5 million.
 Envisioned and executed a program to unite eight customer service centers into one; thereby reducing
operating costs by $0.75 million per annum. Executed the plan on budget, on time, and exceeding service
quality targets, and received global recognition by winning the British Telecom Chairman’s Quality Award.
Director, Network Operations
1987-1990
Directed all aspects of global network management and Customer Service.
 Developed and implemented an outsourcing business supporting private global network management
for Fortune 500 customers. Grew revenues 200% within three years.
 Extended the global network to 5,000 nodes in 800 cities worldwide and installed network management
centers in London, Paris, and Singapore.
Manager, Network Operations 1982-‘87; Regional Manager, Field Service 1979-1982; Field Engineer 1978-1979
Philadelphia Gear Corp., King of Prussia, Pennsylvania Electrician
1975-1978
Community Involvement
Hanover County Sheriff’s Office, Hanover, Virginia
2004-Present
A sworn law enforcement officer serving as a reserve deputy in the Uniformed Patrol Division enforcing the laws
of the commonwealth of Virginia and the county of Hanover. This is a volunteer position where I give back to
my community as a law enforcement officer.
Education and Other Experiences
Education
Board Experience
International
Professional
Memberships
Bachelor of Science, Industrial Arts and Electronics, Millersville University, 1975
Former member of the Greater Richmond YMCA Technology Board
Former member, Internet Society Advisory Council, 1997-1998
Business travel throughout Europe, Canada, Scandinavia, and Asia
Project Management Institute (PMI) 2007
Internet Society Advisory Council member 1997 -- 1998
Private Pilot, Instrument Rating – Aircraft owners and Pilot’s Association
Software Programming
Relevant Technologies
Fortran IV Programmer, XML Web based programming tools
Microsoft Windows 2000 Beta-tester, and minor Visual Basic and C++ programming
IP telephony, Wireless LAN 802.11b, XML, ATM, Frame Relay, Oracle, Data Warehouse,
Active Directory, PKI Certificates.