Vincenzo Kenk-Interim IT Department Head IS NSS

Restructuring the IS NSS area (Networks/SEC) with a focus on backlog prioritization and day-to-day operations to ensure IT operations in the LAN/WAN area for BMB and its health insurance clients (incident, major incident, change, problem, and request management)

Adapting job profiles and creating a revised operations admin concept

Recruiting staff (new external and internal employees, interviews, candidate selection, onboarding)

General team management (one-on-one meetings, skill matrix, setting up a daily standup, establishing a biweekly team meeting, preparing personal goals/OKRs, attending and improving technical meetings for internal projects)

Improving employee work capabilities (jump host structure in a new tiering model, beta testing new laptops with Palo Alto Prisma Access agent)

Building knowledge and competence management for IS NSS (internal knowledge management, assembling training plans for routine work and new projects)

Reviving key interface topics with the front desk, back desk, request fulfillment, IT communications team, Networks/SEC team from Hamburg, and the partner for the ALL IP VOIP product

Improving project processes around the Managed WAN and ALL IP (VOIP) products (coordinating ISP migrations to Versatel, vendor management, resource management, project management, attending client meetings)

Enhancing processes around CMDB – asset management (revisiting technical requirements from IS NSS perspective, data model definition, asset lifecycle management, defining named responsible persons and their operational tasks, see also operations admin concept)

Improving processes around IT monitoring (reviewing technical requirements from IS NSS perspective, resuming tasks around client monitoring with Isarflow, defining named responsible persons and their operational tasks, see also operations admin concept)

Vendor management for WAN and VOIP areas

Attending CAB meetings (change approval board, approval and quality management role for changes from the IS NSS team, planning maintenance weekends)

Participating in department and division head meetings

Cisco ESA project (role: technical department lead for SEC team – focus on resource management, escalation point for project blockers, project structure planning, and attending regular status meetings)

Cisco ACI project (role: technical department lead for Networks team – focus on resource management, escalation point for project blockers, project structure planning, and attending regular status meetings)

Safe Garden project as a technical intermediate step to Cisco ACI (role: technical department lead for SEC and Networks teams – focus on resource management, escalation point for project blockers, project structure planning, and attending regular status meetings)

Various other measures and technical tasks (role: department head for internal smaller projects – focus on meeting project objectives, weekly status quo meetings)

Managing and stabilizing the Infrastructure department (identifying strengths, weaknesses, skill and resource gaps; concept for reorganization and splitting into specialist teams; creating skill and role profiles; team building and growth)

Milestone planning for infrastructure modernization (identifying technical challenges; prioritizing network, WAN, and WLAN stability; phasing out legacy technology; planning short-, medium-, and long-term investments)

Creating rollout blueprints for locations (milestone planning standards for new sites nationally and internationally)

Identifying core competencies and tasks for outsourcing

Technology and organization concept for a growing IU Group

Hybrid data center concept based on Equinix EBC

Introducing future-proof technologies with at least a 5-year perspective

Leading internal and external staff and managing outsourcing partners (6 employees)

Point of contact for internal IT operations and KPI reporting

System administration of Windows, Linux, and macOS

Introduction of ITIL

Introduction of a project framework

Connecting Dubai and creating a location standard (LAN, WAN, switching, routing, firewall, IT security, software asset management)

Relocation of the Fidor Factory in Berlin

Migration of components to the O365/Azure cloud

Introduction of the Office IT security stack (COSA)

Designing a business continuity plan for Fidor Bank

Connecting foreign offices to the headquarters in Munich

Troubleshooting and technical support for the configuration and installation of hardware and software

Responsible for internal IT operations and 2nd level support for about 20 locations worldwide

Migration of central IT services from Novell (eDir, Groupwise, Novell clustering) to Microsoft (Hyper-V, Active Directory, Exchange, SharePoint)

Administration of the Xen environment

Deployment of a mobile device management solution (BlackBerry)

Upgrade and administration of the Citrix environment from version 4.x to 5.x

Deployment and maintenance of a company-wide video conferencing solution