Madhav Diwan

Trading system outage had occurred and affected delays in publishing data. Company needed to identify inefficiencies that caused outage, but operations management stonewalled process in fear of losing key personnel.

Directed identification of several areas where automating tasks from manual commands to web-based, automated commands was possible. Introduced changes to single point of failure systems first, then proceeded to generalize all other systems to be reproducible and require little or no operator interaction.

95.8% performance improvement achieved by being able to think of ways to enhance operations without eliminating personnel.

Large insurance company had contracted company to implement new treasury system. Project involved nine different teams within corporation. However, teams reported to different operating companies within corporation, and each had its own hierarchy.

Personally selected key individuals from various teams to be leads for networking, database, and systems administration teams. Assigned project manager to keep track of issues, tasks, and timetables. Ensured that project kept moving forward by defining set of tasks to be completed prior to each meeting.

Projects were completed 50% ahead of schedule, leading to savings of $300,000 in consulting costs.

Finance department's billing system suffered catastrophic failure. Backup of previous day's data was available on separate system; however, when backup system was created, it had not been programmed to allow access from custom applications.

Immediately assessed custom application needs and instructed emergency changes to be implemented by network and systems teams. Dispatched desktop support team to reconfigure clients to access new primary site. Scheduled regular testing of backup systems on production calendar for easy tracking and increased reliability.

Completed system was restored 71% ahead of schedule and saved delay in $15 million of revenue collections.

Company's email boxes were infected and led to destruction of company data. Additionally, company PCs began to behave erratically every time employee opened email services. In order to resolve issue,, servers hosting email systems had to be shut down.

Issued orders to NDS administrator to broadcast to all users that email systems were not to be accessed until IT staff had cleared specific PCs for access. Utilized public address systems in buildings to warn personnel not to open email with certain message subjects, as they were infected email.

80% reduction to maintenance cases seen compared to other companies at time following taking swift action to resolve potentially detrimental situation.

Company's high volume, low-latency market data publishing plant had reached its capacity prior to its anticipated date. As result, company had immediate need to add hardware capacity to system. However, plant needed to be refreshed during weekend downtime so weekday production operations were not affected.

Requested newer technology systems to be tested for effectiveness. Measured estimate of single system output against system that had specifications similar to production server. Conducted analysis to ensure that new specifications would exceed anticipated growth rates.

Eliminated $235,000 in expected hardware costs while allowing technology to remain stable and keep up with company's growth rate for three consecutive years.

Auditing Team had deadline to show that company was Sorbanes Oxley Act (SOX) compliant. However, team was highly inexperienced and unprepared for in-depth IT audits.

Directed engineers to rewrite audit scripts and submit back to original auditors. Conducted audit run sessions with audit staff in order to teach lessons on how to effectively run audits and whether results were good or bad. Personally mentored audit team members on best practice techniques and standards.

93% compliance achieved five months ahead of deadline as result of being able to effectively mentor group of inexperienced personnel.

Specific vendor had been charging company for assets that were removed from service for well over three years. Total amount of costs exceeded $550,000 per year. Original requests to remove assets from contract had been lost during management reorganization.

Applying analytical abilities and recognizing key issues involved, contacted vendor and requested full inventory of assets presented in spreadsheet form. Sped up processes by instructing vendor that company would not pay any further bills until issue was resolved thoroughly.

Vendor responded in favor of request, ultimately saving company upwards of $550,000 per year.

Company's client support department needed to standardize methods of tracking customer complaints and resolutions. There was no historical way of proving fault, nor was there way to track prior or current events. This led to increased level of frustration among both clients and personnel.

Directed staff members to build issue tracking system that used free open source software and servers. Built prototype within two weeks and implemented new processes online in less than month. Effectively trained all staff members over two-month period.

$9 million in fines and 600 man-hours saved annually by having ability to quickly analyze and communicate clearly to non-technical personnel.

Company had very large infrastructure refresh project where several new systems required specific software licensing. Project cost projections had not accounted for licensing costs, and licensing issue was found too late into project's timeline.

Invited sales and service representatives to several meetings during limited timeframe. Utilized volume of business company had with other organizations as large bargaining tools. Bartered on use of company name and logo for reference and obtained several concessions for little or no expenditure on part of company.

$500,000 in licensing costs eliminated by utilizing superior negotiation skills and having ability to influence outcomes.

Client had requested that company secure its web infrastructure in preparation for making HR system available over Internet to its employees. Encryption, security, and protection from Internet-based attacks were chief concern from client.

Enlisted assistance of company in Sweden to write specialized "reverse proxy" application. Implemented application on dedicated hardware in front of assets to be protected. Directed company staff to write application specifications so "reverse proxy" could present different information to internal and global external clients after identification of client's source.

$3 million in revenue generated by knowing when to enlist help of third party to take advantage of tremendously profitable opportunity.

Client bank had more than seven sites protected by company's data firewall systems, all of which generated incident reports for any suspicious event. Bank staff was not able to keep up with volume of alerts and needed consolidated view of multiple environments.

Sent one of company's junior engineers to remain on site with client to take care of alert monitoring. Developed and rolled out new software solutions across multiple sites. Engaged second team to quickly implement dedicated monitoring stations that received and consolidated all alerts into single, web-based portal.

$2 million in continuous production saved for bank as result of knowing how to effectively identify and solve problems at multiple sites.

Company needed to access accident and injury data from hospitals in multiple areas in order to determine health statistics to better allow hospitals to prepare for incident response. Several hospitals outside state borders were hesitant to share accident and injury data with company.

Convinced administration that company could provide it with data analysis that would enable better stocking and preparation for injuries that were most common in certain regions. Devised method to transfer data so minimum amount of work on behalf of system administration needed to be performed.

Achieved 100% external and internal hospital participation within three months and cut response times for hospitals by upwards of 87%.