Own a portion of follow-the-sun coverage: build and maintain gap-free shift schedules and a sustainable on-call rotation that supports 24/7 operations without burning out engineers.
Manage difficult problems and escalations, identify and mitigate immediate risks before they become roadblocks, and decide when to handle directly versus escalate.
Make operational trade-offs across time, quality, and resources.
2. Operational Inspection & Continuous Improvement
Inspect the operation and make it measurably better.
Perform operational inspection: establish and run mechanisms (e.g., weekly operations reviews) that inspect performance metrics and drive corrective action.
Prioritize root-cause resolution and process improvements; partner with teams to improve mechanisms and drive enhancements.
Dive deep into incident causes, and establish, iterate, and deploy best practices across OMC and its partner teams.
Identify and optimize workflows and best practices for operational excellence.
3. People Management & Talent Development
Build and grow a high-performing team.
Hire, attract, and onboard bar-raising talent; own customized onboarding plans that ramp new engineers quickly.
Set clear performance expectations and provide regular feedback; hold regular 1:1s and team meetings.
Evaluate engineers against the appropriate role guidelines, participate in calibration, and clearly document performance and progression.
Coach and develop engineers toward their career goals; lead the promotion process for those consistently performing at the next level.
Address underperformance by clearly documenting the required change, communicating it respectfully with a timeframe, and seeking guidance from HR and leadership as needed.
Navigate challenging conversations with empathy, escalating or seeking HR/leadership guidance when appropriate.
Create and continuously improve a team environment where every engineer feels valued, trusted, connected, and informed, and support work-life harmony across time zones.
4. Stakeholder Partnership & Communication
Represent the team up, down, and across.
Work closely with Service Managers/Owners and IT Services partner teams to resolve escalations and align priorities.
Communicate the team's mission, vision, and priorities, helping engineers see how their work contributes to organization goals.
Be clear and concise in verbal and written communication (narratives, WBR/MBR/QBR); put the right people in the room; trusted to present decisions to leaders up to three levels above.
Write clear documentation and may be accountable for Correction of Error (COE) write-ups.
5. Technical Leadership
Stay close enough to the technology to lead it well.
Maintain a solid understanding of the design approaches and technologies used by the team (Networking, AV, Print) to guide technical decisions and trade-offs.
Lead the team through building, implementing, and managing solutions to difficult operational problems.
2+ years of leading technology teams as a information technology operations manager experience, or Bachelor's degree or equivalent
Bachelor's degree or equivalent, or 4+ years of professional or military experience
Knowledge of networking protocols such as HTTP(S), DNS, and TCP/IP
2+ years of Windows Server technologies: AD, DFS, Print Services, SCCM experience
Experience in technical support
4+ years of developing a team of technical professionals across multiple locations experience
Experience in managing an engineering team operating at scale
Experience supporting video conference and teleconference equipment
Experience hiring, developing and promoting engineering talent
ITIL V3 certification
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