MICHELLE M. CASSIDY

Global Service Operations and ServiceNow Strategy Lead global Service Desk operations across the US, India, UK, and Mexico, with accountability for service delivery, SLA performance, customer experience, workforce effectiveness, and evolution from a traditional Service Desk toward a scalable Service Center model. Partner with ServiceNow platform and IT stakeholders to translate service operations requirements into workflow, reporting, dashboard, data, control, and prioritized platform improvement recommendations. Use ServiceNow operational data to identify incident demand, response and resolution performance, backlog aging, routing behavior, repeat contacts, reopens, knowledge usage, service risk, and continual improvement opportunities. Design executive-level dashboards and service reviews that convert ServiceNow data into decision-ready insights on demand, trends, SLA performance, aging, risk, customer experience, and required leadership action. Implemented queue-management practices and operational controls to improve prioritization, ownership, aging transparency, escalation, workload balancing, and day-to-day accountability across support teams. ITIL Process Ownership, Governance and Adoption Established and strengthened ITIL-aligned Incident, Change, Request, and Knowledge Management practices by defining practical workflows, roles, decision rights, controls, measures, and adoption expectations. Leading enterprise Change Enablement design and rollout, defining the operating model, governance, stakeholder engagement, readiness, communications, adoption approach, performance measures, and separation of process design from later tool configuration. Led and launched a formal Change Advisory Board governance model, replacing an unstructured approach with defined review practices, improved risk visibility, stronger decision discipline, and cross-functional accountability. Built and matured Knowledge Management strategy and governance, including ownership expectations, article lifecycle, quality standards, usage measures, frontline adoption, and integration with self-service and shift-left support. Apply continual improvement principles to translate performance gaps, operational pain points, and recurring demand into prioritized process, knowledge, workflow, training, and governance improvements. Partner with infrastructure, application, cybersecurity, business, and leadership stakeholders to clarify ownership, resolve competing priorities, improve process adoption, and establish scalable ITSM governance in a complex legacy environment.

STERIS

Enterprise Infrastructure Service Delivery and Continual Improvement Led 18 engineers, consultants, and project managers delivering end-user, network, telecom, and infrastructure services across more than 350 locations nationwide, aligning capacity, priorities, service commitments, SLA adherence, and delivery performance to business demand. Managed infrastructure work as an end-to-end service lifecycle, coordinating demand intake, planning, standardization, implementation, operational readiness, transition to support, knowledge transfer, risk management, and post-delivery stabilization. Built Incident, Request, and Change Management dashboards to improve visibility into service demand, workflow performance, SLA adherence, exceptions, trends, and improvement opportunities. Consulted with teams supporting the ServiceNow transition, applying prior enterprise ServiceNow and ITSM experience to process discussions, reporting needs, adoption considerations, and alignment between operating practices and enabling technology. Applied ITIL-aligned service management disciplines to operational delivery, including structured intake, ownership, prioritization, incident coordination, change control, service transition, knowledge transfer, performance measurement, and continual improvement. Used LEAN value-stream analysis, workload data, service metrics, stakeholder feedback, and removal of non-value-added steps to reduce new-site deployment lead time from 12 weeks to 5 weeks. Redesigned delivery processes and standard work to improve flow, reduce handoffs and delays, clarify responsibilities, strengthen repeatability, and enable more predictable service outcomes across a geographically distributed environment. Applied Agile principles through incremental planning, visible work prioritization, cross-functional collaboration, rapid issue resolution, and iterative adjustment to evolving business requirements. Used operational analytics to improve speed, efficiency, cost management, resource allocation, and leadership visibility into delivery health, constraints, risks, and improvement opportunities. Adapted service delivery models during COVID-19 to enable remote and hybrid operations while maintaining continuity, service stability, support coverage, and responsiveness to rapidly changing business needs. Partnered across technical teams, business stakeholders, vendors, and leadership to coordinate complex infrastructure changes while balancing speed, operational risk, customer impact, and support readiness. Managed team knowledge-base content and article expectations to support consistent execution, knowledge transfer, operational readiness, and effective frontline support. Participated heavily in Major Incident Management, providing operational leadership, technical coordination, stakeholder communication, escalation support, and service-restoration focus during high-impact incidents. Negotiated market-aligned compensation adjustments to strengthen retention, preserve critical capability, and maintain continuity of enterprise service delivery.

PROGRESSIVE CASUALTY INSURANCE

Global Enterprise ServiceNow and ITSM Platform Leadership Led a global Service Management Competency Center team supporting enterprise ITSM platforms and service management processes across the US, Poland, Brazil, and Canada. Owned the enterprise intersection of ServiceNow, ITSM process design, enabling technology, governance, and global adoption, partnering with service owners, infrastructure and application teams, developers, operational leaders, and regional stakeholders. Led ServiceNow and enterprise monitoring implementations that enabled global visibility, standardized workflows, common controls, and more consistent execution across Incident, Change, Problem, and Request Management. Translated ITIL process requirements and operational needs into scalable enterprise platform capabilities, including workflow, data, reporting, governance, prioritization, release planning, and adoption considerations. Built foundational ITSM processes and tooling that advanced enterprise service management maturity across a large, geographically distributed organization. Reduced change request turnaround time by 85% through end-to-end process redesign, workflow improvement, elimination of unnecessary delay, clearer ownership, and stronger governance. Established a more disciplined relationship between ITSM process and platform delivery so that tool configuration supported defined operating practices rather than automating unclear or inconsistent processes. Shifted the development model supporting service management tools to Agile delivery, increasing release frequency, improving responsiveness to business needs, and enabling more iterative prioritization and stakeholder feedback. Balanced global standardization with regional operational needs, creating scalable practices while supporting adoption across countries, teams, and service environments. Partnered across enterprise technology functions to improve integration between monitoring, service management workflow, operational response, reporting, and management visibility. Provided leadership for platform roadmaps, service management capability development, backlog prioritization, process improvement, stakeholder alignment, and sustainable global support.

ROCKWELL AUTOMATION

ITIL v3 Foundation

New Horizons

Organizational Change Management

Prosci