2020 Cover Letter

1. ROGER L. BRATHWAITE
Phone: 404.587.6078 | Email: roger.brathwaite@mac.com | LinkedIn: www.linkedin.com/in/rogercio
COVER LETTER / EXAMPLES
Dear Selection Committee,
As an accomplished Information Technology (IT) leader with more than 20 years of providing hands-on management
and consulting services, I can offer a unique perspective for a variety of strategic and tactical IT initiatives. We are
entering an era of ubiquitous and intuitive computing. Rapid advances in IT are yielding applications that can literally
do anything. Almost every business is faced with the challenge of improving the top and bottom lines by streamlining
business processes. Facilitating effective information management and efficient decision making are the keys to
extracting optimal value from technology to support the firm’s business and to keep pace with the competitive
landscape. Finding IT’s optimal role in the business and extracting business relevance from its existence is often
defined as the IT Value Management.
Service Integration is one of the key first steps to achieving and establishing a baseline for IT Value Management.
During the course of my career Service Integration has evolved from the traditional Insourced and Outsourced IT
models to now more Agile IT Sourcing models that include multiple service providers, cloud computing technologies
and focus on relationships enabling business process integration. Service Integration is still fundamentally defined
as the integration of discrete IT service elements into a coherent set of end-to-end services bound together by
governance, information stewardship and service level agreements. The ultimate goals of these programs are to
re-enforce strategic alignment, where there is no differentiation between the strategic goals of business versus the
strategic goals of IT.
Early in my career, my involvement in Service Integration was largely focused on the implementation of the Single-
Point-Of-Contact (SPOC) and Service Desk models using the framework of ITIL Service Support, where centralization
of internal IT support functions were the primary focus. As IT Service Management matured to v3 to include more
emphasis with the service catalog and on producing value for the business more business functions were
incorporated into the integration scope, as well as an emphasis on the implementation of Enterprise Resource
Planning (ERP) systems, Customer Relationship Management (CRM) systems and Supply Chain Management (SCM)
systems. As a result, Service Integration has expanded beyond just internal efforts to share data and unified service
support applications, external vendors, suppliers and even customers are now integral to the Service Integration
scope and providers.
As a technology consultant and IT strategist for many years, while working with some of the world’s premiere
global Fortune 500/1000 companies; I have been afforded the incredible privilege to lead and direct various
programs initiatives, including:
• IT alignment – IT strategy and vision formulation, business case development and investment
prioritization.
• IT transformation – Evaluating and improving the processes, tools and methods that drive the business.
• IT enablement – Enabling business capabilities through information technologies and social media.
• IT optimization – Consolidation of hardware, software, data centers and technology operations.
• IT governance – Sourcing, measurement, organization structure and merger integration.
In large scale global environments, these programs provide the necessary building blocks and/or prerequisite(s) for
Service Integration, between multiple suppliers, vendors, business processes and IT technologies. Please find
following some of my direct program experience with service integration projects where I was assigned as the lead
architect / implementer. All of the drawings, I authored, however I do not have permission to provide specific client
names.

2. Fortune 500 Oil and Gas Company
IT Asset Management is a core business function for this Oil and Gas company currently tracking in excess of 200K
hardware assets and 750K software assets (approx. total purchase value > 350M USD). The company completed a
series of iterative transformations (Foundation, Expansion and Optimization) to utilize the BMC ITSM, Atrium and
other BMC technologies. At the core of those technologies is the Configuration Management Database (CMDB).
Surrounding the CMDB there are several components of the ITSM process functions that have been strategically
determined to meet the Asset LifeCycle Management requirements:
The requirements that influenced the original solution were developed within the boundaries of the Oil and Gas
business objectives and corresponding scope for Asset Management:
o Migrate from AssetCenter (former AM repository) to an Enterprise centric platform (BMC).
o Standardize and streamline processes for Hardware and Software Contract Management.
o Automation and Optimization of Software License Management. (Renewals/Maintenance/Audits)
o Implement integrated Purchase Requisition system to company Procurement systems (SAP/eCatalog)
o Enhancements for asset management metrics, dashboards and analytics reporting.
The solution architecture I created reflects all of the service elements necessary to operate a full turn-key Request
to Purchase and delivery process for hardware and software including respective components from BMC/ITSM
technologies as well as the Oil and Gas company’s respective infrastructures for SAP and eCatalog, all being delivered
by multiple vendors. The primary architectural theme is that the core asset management functions are delivered on
the enterprise framework of ITSM and the CMDB leveraging shared data.
SW for Single User
(SRD)
ExxonMobil
End User / Requestor
User
Request
SRM – Self Service Purchasing Console
Approval Central
Receiving Console
SAP / PI
Punchout to
eCatalogs
SAP/R2 SAP/R3 NAPES STRIPES GEMS FILMS JDE
SUN
Systems
Contract Console
Software Contract IDLicense Certificate ID
Change Mgt Console
Asset Info
Configuration Item
Info
Asset Mgt ConsoleSoftware AM Console
DELL
EMIT
Purchaser/Buyer
EMIT
Software License
Controller
Tier 1: Software
Tier 2: Application
Tier 3: Third Party
Product Name: Microsoft Office 2003 Pro
Manufacturer: Microsoft Corporation
Company: ExxonMobil
Product
Category
Suite: Yes
Model/Version: 11.05614.0 Ent/es-ES
Market Version: 11
Origin:
Version State: General Availability
Requires Contract: Yes
Product Type: Software
Product
Catalog
Information
Item ID*: SC-Office
Item Name: Single User Office – US ENG
Description: MS Office 2003
Status: Active
Supplier Name: Insight Global
Part Number (SKU): SC12934
Unit Price: 250.00 USD
CatalogItem
Information
Upstream:
IPES
NAPES
Chemicals:
GEMS
FILMS
GSC:
GEMS~2015
User: Roger Brathwaite
Email: roger.brathwait@exxonmobil.com
Address: 4550 Dacoma ST Houston TX
Company Code: 0970-C0802A1000
Supervisor: Terrence G Stephens
Computer Name: HOE3YH9CQ36Q1
User
Information
Request Data
DOAG Approval Groups
eCatalog (Suppliers) – Pricing/Availabilty
Downstream:
E-Stripes
SEA-Stripes
J-Stripes
AS-Stripes
Regional Purchasing Systems
1
2 Submit
Request
4 Create
WO
3Manager
Approval
Assign
Inventory
6Create
PR
8 DOAG
Approval
7Request
Pricing
9
Submit
PR / PO
Order
ACK11
SRD to PR
Synch
6a
Goods
REC ACK18
Un-Packing and Install
EMIT
Contracts Manager
EMIT
Asset Admin
ITSM Foundation Data
EMIT Product Catalog
Vendor SKU Catalog
EMIT
Data Mgt Team
Update
Catalog
P4
SAP
Instance10
Work Order Console
Submit
P Order12
Accounts Payable
(3-way match)
Invoice
Issued14
Purchase Order
Invoice
Pay
Invoice23
EMIT
Asset User/Coordinator
Receive
Qty Update
Create
Certificate
P2 Create
Contract
P1 Link CI to
Discovery
22
SRD to PR
Synch
9a
Deployment
Request
19
Create
CI16
Product
Receiving
15
Inventory
Storage
15
Goods
Shipped13
Link
Certificate
6b
Update
Certificate
17
Vendor
Catalog Manager
Update
Catalog
P3
Supplier X Supplier Y
Insight
Global
Syncrude:
Stripes
Vendor Catalog Sync (Product SKUs)
15
(Hardware Only)
(Software Only)
(Hardware Only)
Install
Task
20
P001
P002
P003
P004
P005
P006
P007
(Ship to Address)
P008
P009
P010P010
Notifcations Procurement Status NotificationsP011
P012
Discovery
Update
21
Discovery Source(s)
Analytics
Reports
Analytics Console
Export
P Data
24
Generate
Report
25
P014
Buyer
5
Lookup
Inventory
Software
License Key
B. (Hardware)
A. (Software)C. (Both)
Asset
Console
Figure 1. Oil and Gas Asset Management Integrated Architecture

3. Foreign Major Telecom Company
The ITTE (IT and Test Environment) division of this Telecom company provides IT services to all divisions and units
across the world. The Telecom company currently outsources the IT support services to HP including tools and
delivery processes. As part of ongoing modernization and transformation activities to improve service delivery, the
company will restructure its outsourcing arrangement with HP to include the in sourcing of the IT Service Desk,
Management of Functions (MoF), IPCC Processes, tools and architecture required to support the IT services. The
tools and architecture directly provide a framework to deliver/execute the Incident, Problem, Change and
Configuration (IPCC) processes for all services provided by ITTE.
The following statistics summarize the scale and usage of the current IPPC tools and architecture:
o 165,000 employees, consultants and partners are users of ITTE’s services.
o 430 agents across six Service Desks globally handling approximately 120,000 incidents per month.
o 250 individuals in approval and super user roles.
o 2,000 technicians (includes the Telecom’s and supplier employees) acting in a second line support roles and
handling approx. 37,000 incidents per month.
o 2,360 changes on 206,000 CI’s performed per month.
The existing IPCC toolset includes a number of integrations to external systems. These include CI data sources, event
management sources and additional service-specific ticketing systems. This Telecom company required the ability
for a new solution to provide a global view of all of the data, such that business decisions can be made with the
context of the activity of the entire global business. As a result, the ITSM solution I implemented was based on a
centralized architecture where the application processing and storage of the data will be facilitated at the corporate
Data Center, where all user, vendors and partners would access the system from various locations across the world.
70% of the workload (incident ticket volume) came from six Global Service Desk Centers distributed across North
America, South America, Europe and Asia.
Figure 2. Telecom Company Global Architecture

4. As in these two examples, I have been fortunate to achieve success by being involved with these types of service
integration projects from conception all the way to deployment and subsequently turning them over to steady-state
operations. In some cases, these programs can become multi-year engagements as they may involve multiple service
integration providers. While the scope, complexity and maturity may vary, each engagement follows a prescribed
methodology. I readily have become the trusted advisor to the client, interfacing with the client’s C-level executives.
In the course of providing prescriptive recommendations, the next steps are to create tangible artifacts for project
planning and deliverable scoping.
As these projects move more into delivery, my specific role on these engagements covers a wide range of
responsibilities including:
• Analysis process: I contribute to and own as appropriate the analysis process including workshop
facilitation, requirements gathering and environment analysis.
• Design process: I define full solution designs with sufficient detail within the scope of the SOW and
project goals. I use TOGAF-based best practices to define all domains of the solution architecture.
• Build process: I typically own the delivery of consistent build practices including artifacts representing the
build plan, environment preparation, build customizations, build integrations, data migrations, build
training materials and UAT training.
• Validate process: I provide leadership, education and mentoring throughout the validation phase to
ensure the client fully vets the solution capabilities within the defined project scope.
• Deploy process: I provide leadership moving the client into production on the target system or
implementing the target interfaces. Production rollout success includes technical migration into the
production environment, production testing, transition to support, including any open defects or RFEs,
and project closeout activities
Success in these steps involves strategic thinking, planning and a good level of business acumen not only around
the technical solutions but also supported by a deep understanding of the client’s business.
I am confident that my many years of creating client success stories, my broad range of industry experience and
my proven track record with delivering large-scale service integration projects; I can provide immediate value and
benefit. While I believe this letter and my resume may demonstrate certain highlights of my career, I strongly
suggest a follow-up in person or via phone to further explore my capabilities, potential and possible fit with your
organization.
Please call me at 404-587-6078 at your convenience, if so inclined.
Sincerely,
Roger L. Brathwaite