Cristian Diaz

I managed a globally distributed team of six developers, testers, and technical leaders, leveraging Agile, Scrum, and SAFe practices to deliver the solution. The original business workflow had seven different manual workflows in a combination of spreadsheets and third-party systems. This led to a high level of rework, time-consuming activities to integrate and validate the information as each workflow was performed by different teams, and communication and reuse of information were not considered due to the disconnections between the processes.

I led several sessions with a combination of Lean Sigma (Kaizen) and design thinking to streamline the existing workflows and envision a final solution that could combine the efforts of the seven teams in a single solution, which could reuse the results that contributed to the workflow each time.

A roadmap was put in place that included a set of core features that could be implemented in different regions and a set of extended features that would only apply to specific regions. The latter was delivered over the span of 18 months that included the MVP plus more than 15 releases.

I managed a team of four developers and functional analysts to run a discovery phase in the drilling and completions area. This required us to engage with over 50 stakeholders, define the solution vision, and build a POC/prototype, which was later approved to progress to the MVP and evergreen progression.

The original workflow spanned from the planning, design, and execution of the well-development activities in the Permian Basin with a variety of spreadsheets, third-party systems, and the complexity of getting information from other operators in the area. After the information was collected, the analysis required checking for not only schedule overlaps but also for area overlaps. This required us to apply GIS interpolation to detect potential conflicts.

I used a design thinking approach to engage over 50 stakeholders and put together a solution as POC that helped to automate the integration and automatically calculate the necessary overlaps and area interpolations to detect conflicts. This saved a lot of time and effort and improved the accuracy of the analysis.

I managed a team of 10 developers, technical analysts, and SMEs to deliver a web solution that integrated with OSIsoft PI software to bring in real-time data from the facilities operations to understand the capacity and utilization, detect potential issues and bottlenecks, and improve the response and actions needed to resolve them.

The original business workflow had only PI data streams using the PI software. However, the data and calculations for technical capacity and utilization were managed manually via spreadsheets by the facilities engineers. This was time-consuming and could not be done in real-time. There was a delay of days, or even weeks, to understand the bottlenecks in a specific facility system.

I led a design thinking approach during the discovery phase and came up with a solution that would create a web interface, integrate with the OSIsoft PI System, and enable automatic calculation of the constraints of the system based on the latest data from the data stream. The solution was implemented as an MVP in one of the facility areas in the Permian region and was helping to improve operational activities.

I led two separate RFP processes, from end-to-end, to transition the L1 and L2 support activities for the CMS and DSM service lines to a third-party supplier. This significantly reduced operating costs and improved service response with simplifications in the management of both service lines. I also led both service lines and handled issues related to supporting the CMS and DMS globally. Different regions had either local support or multiple third-party suppliers, or they were understaffed with employees supporting the L1 and L2 activities.

As a response, the support transition project was proposed, and I initiated the RFP process to get a single managed service supplier for each service line. I led the RFP process requirements, engagements, and selection; and, later, the transition of the work to the selected partners.

The efficiencies came from having a single contract per service line, centralized practices globally, redundancy in support, reduced operating costs, and improved service response. The new arrangement also allowed the employee staff to focus on L3 activities, which improved productivity and business value.

I evaluated options with existing vendors and suppliers to determine the best action. Then I managed a team of four people, including technical analysts and supplier SMEs, to execute a replatform of the IBM OnDemand third-party product, resulting in a significant reduction of operating costs, both in licenses and in the resources required to provide support to the same, as the cost for DB2 support was significantly higher than Oracle. This project was part of a bigger effort to find efficiencies in the operating costs of the DMS.

I managed a cross-functional group of six technical analysts to deploy the Microsoft System Center Orchestrator tool as a pilot, configure targeted support and maintenance workflows in the tool, and test the efficiencies gained. The pilot project was initiated to automate different support workflows, which, by nature, were repetitive and had predictable behaviors and defined actions for each scenario. The implementation fostered early adoption of DevOps and proactive maintenance as the project achieved automation of server maintenance and basic troubleshooting activities as well as basic deployment activities for one of the targeted products. This laid the foundation to later explore and adopt Jenkins.

I managed a team of four technical, functional, and business analysts to review an opportunity, analyze options, and come up with a design to implement a solution to optimize the AP process for Latin America. The project resulted in a solution that automated significant parts of the workflow and helped reduce the required resources by 50%.

The original workflow had significant manual interactions, multiple spreadsheets, and a third-party system to which only part of the team had access, which created a bottleneck. The project analyzed the workflow and developed a solution, using PowerShell, which automatically pulled the necessary information, made the work assignments, and produced a report for control.

I managed a team of six to upgrade and replatform the databases and servers for the company's global trading and risk management systems, resulting in a consolidation of environments, increased performance and reliability, and reduction of downtime for those mission-critical systems. The project was part of a bigger program to replatform all the supply and trading systems to optimize their performance. The team I led focused on the database and database servers layer.

I managed a team of three to analyze, design, and implement a solution to help migrate and upgrade the SQL databases supporting SharePoint. This was part of the SharePoint upgrade program to upgrade from SharePoint 2007 to SharePoint 2010. The team created a set of automations that reduced the migration time from several hours to just minutes. Significantly reducing a critical piece of the migration workflow allowed us to finish the migration activities ahead of schedule.

I managed a group of three database administrators to design and implement a database migration plan that leveraged automation scripts. This resulted in migrating the databases between data centers located in different regions in US ahead of schedule. The project was part of a bigger data center migration effort. I led the database service workstream of the project, achieving results beyond customer expectations, which was recognized later by the client's management.

I managed a team of three technical analysts during a year-long project to stabilize and optimize the HR and payroll system implementation in Mendoza Province Government Office, coordinating technical resources and engaging with government officers and multiple functional areas.

After the initial go-live of the system had significant, unresolved technical problems, I was selected to stabilize and optimize the system because of my expertise in the area. The system was big and complex, as it managed all the payroll for the government offices, teachers, and government workers in the entire province. I completed the project in less than one year.

I led a six-month project to develop a performance evaluation module for VISA Argentina. The project included end-to-end development from requirements, analysis of alternatives, design, development, testing, and production deployment. I coordinated two resources, company stakeholders, and users to deploy this solution. The initial workflow was manually performed and they wanted to integrate it into the Meta4 HR system.

I led the implementation project for the Meta4 payroll system in the NEA government office, coordinating technical resources and engagement with stakeholders. The project was previously managed by another consultant who left the project unfinished. I assessed the solution state, created a plan to make changes and corrections, and finished the implementation appropriately. I delivered a functional solution that allowed this client to move from their manual process to a robust system and gain efficiencies.