Introduction:
Rohan sat at his desk, his eyes glued to the computer screen in front of him. He had been working as the Command Center Quality Assurance Lead at Credit Suisse for the past three years, and he was determined to make a difference in the company. It was August 2010 when he first took on this role, and he had since then audited all the Command Center stakeholders, assessed the vital business processes, and evaluated the platforms across all platforms. His responsibilities were crucial in ensuring the smooth operation of the Command Center, and he took them very seriously.
As he scrolled through the various reports and data, he couldn't help but feel a sense of pride in his work. He had provided continuous service improvement (CSI) by introducing new innovative tools and policies that had significantly improved batch cycles. He had also implemented a new system of tagging each Control alert to an identifier number, known as SNOW INC, which had automated the assignment of tickets for Control-Job failures to Application Support. This had not only met the audit requirements but also achieved further operational benefits.
But Rohan wasn't one to rest on his laurels. He was always looking for ways to improve and streamline processes in the Command Center. And he had recently come up with a new idea that he was confident would make a significant impact.
Body:
Rohan's new idea revolved around automation and streamlining the processes in the Command Center. He had noticed that manual escalation of job failures was a time-consuming and inefficient process. So he had implemented an automated escalation system for job failures, which had significantly reduced the time and effort required to resolve issues. This had also aided in reducing manual escalation and improved tracking of failures and resolutions.
But Rohan's efforts didn't stop there. He had also communicated the new procedures and policies across the organization, ensuring that everyone was on the same page. He had created training documents and conducted training sessions across all time zones to ensure that everyone was well-informed and equipped to handle the new changes. He had also organized go-live activities and measured the effects of these efforts over time, making sure that they were making a positive impact on the Command Center's operations.
One of the most significant changes that Rohan had introduced was the EyeShare Automation tool. This tool had revolutionized the way failed jobs were handled in the Command Center. Instead of manually rerunning or forcing jobs to okay, the Automation tool could handle these tasks automatically, freeing up valuable time for the staff to focus on other critical tasks.
But Rohan's efforts were not just limited to automation. He had also enforced new and improved audit policies across the organization. Any changes made to the Command Center processes now needed to follow an approval process, ensuring that all changes were thoroughly assessed and approved before implementation. Furthermore, all Control M failures were now required to be tagged to the Snow ticketing system, providing a more efficient way of tracking and resolving issues. And all Application owners were expected to follow a set of standards when introducing new Control M jobs or modifying existing ones.
Rohan's dedication and hard work had not gone unnoticed. His efforts had been recognized by the company, and he had received several awards for his contributions to the Command Center. But for Rohan, the satisfaction of seeing his ideas and efforts make a real difference in the company was more than enough.
Conclusion:
As Rohan reflected on his journey at Credit Suisse, he couldn't help but feel grateful for the opportunities he had been given. From his humble beginnings as the Command Center Quality Assurance Lead in August 2010 to his current role as one of the most influential members of the team, he had come a long way. His passion for improving processes and his determination to make a difference had led him to introduce new tools, policies, and procedures that had significantly impacted the Command Center's operations.
Rohan's career journey at Credit Suisse continues, and he is determined to continue making a positive impact in the company. His dedication to providing continual service improvement and automating processes has not only benefited the Command Center but also the entire organization. And as he looks towards the future, he is excited about the endless possibilities and challenges that lie ahead.
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Unlocking Your Thoughts: Exploring What's on Your Mind with SmartGeniusHub
Dear Rohan Duhaney,
Here are seven key points summarizing your role as Command Center Quality Assurance Lead from August 2010 to August 2013:
1. Undertook comprehensive auditing of Command Center Stakeholders and business processes across all platforms, ensuring high quality and consistency.
2. Demonstrated commitment to continual service improvement (CSI), refining the Command Center's operations and processes.
3. Helped innovate and introduce beneficial tools and policies, significantly improving the efficiency of batch cycles.
4. Implemented an effective tagging system (SNOW INC) for Control alerts, facilitating seamless assignment and tracking of tickets for Control-Job failures.
5. Played an instrumental role in reducing manual escalation of job failures and improving the tracking of failures and their resolution.
6. Showcased effective communication and leadership skills, through disseminating new and updated procedures and conducting training sessions across all time zones.
7. Continuously pushing for innovation and excellence, Rohan implemented EyeShare Automation tool and new audit policies across the organization, ensuring all changes and failures are regulated and tracked properly.
Best Regards,
Your AI Assistant.
