Eric Charpentier
22 Marlow Road, West Seneca, New York, 14224 · (716) 359-3145 ·
eric.charpentier79@outlook.com
As a technologist, I work so that I can create a better world for my children.
As a technologist, I work so that I can create a better world for my children.
I am the link between business and technology. I regularly use my leadership and communication skills to present complex technical concepts to non-technical stakeholders as well as explaining the business objectives to the technical team. This ensures the alignment of technology strategies with business objectives. I spearhead the development and implementation of cutting-edge network service assurance solutions for telecommunication providers. I work to build the technology vision necessary to support the business objectives of the various Cloud-Native solutions of our division (Performance Management, Enteprise Monitoring & IP Monitoring). I do so by fostering a culture of innovation, collaboration and data-driven management. I work closely with product managers to understand customer needs and translate them into technical requirements. Conducting comprehensive analysis of existing systems, I also identify areas for improvement and optimization.
I am responsible for defining and executing the technology roadmap, staying ahead of industry trends and driving innovation. Additionally, I evaluate and integrate third-party tools and technologies to enhance product capabilities. Regularly staying updated with emerging technologies and industry trends I ensure that our division's solutions remain at the forefront.
I held a pivotal role in designing and overseeing the implementation of advanced monitoring solutions for complex IP networks. I provided strategic leadership to a team of skilled developers, ensuring effective collaboration and efficient project execution. My responsibilities included defining the architectural framework, selecting appropriate tools, and integrating cutting-edge technologies to enhance network performance and reliability.
In this role, I collaborated closely with cross-functional teams, including network engineers and product managers, to understand user requirements and translate them into scalable and robust monitoring solutions. I conducted in-depth analyses of existing systems, identifying areas for improvement and implementing innovative solutions to optimize network performance. Moreover, I was responsible for monitoring industry trends, evaluating emerging technologies, and recommending relevant enhancements to our IP monitoring systems.
I lead the OSS transformation initiative to accelerate it and move to a nextGen operating model for NOC monitoring, asset management systems, alarm automation and all customer facing solutions. I also worked closely with the stakeholders on corporate systems to give the company better financial reporting systems, HR systems and an overall improved employee systems experience.
As part of this role, I was awarded the 3rd position of the prestigious Elastic Award (You know, for Search category) for best 2019 (Americas region) solution for influencing business transformation within my company.
After 20 years at Bell, I accepted an amazing mandate at FX Innovation to work on internal transformation. In the IT industry, there is a clear need for DevOps integration, Agile methodology, automation all the while putting our people first and my past experiences allow me to talk tech, process and business. As one of the leaders in Cloud integration, FX has an amazing culture and experience in that area and I am fortunate to grow and participate in the next gen evolution of their Managed Services team.
I lead a team of 31 technicians who work 7X24X365 and who oversee the core Transport network of Bell. The TNOC uses a LEAN management system to work with the team in order to fulfill our continuous improvement mandate. I also manage all critical Transport outages, the post mortems associated with them, the production of reports and ad hoc SQL queries, the analysis of reports to provide guidance and solutions to critical issues. As an Advisor, I am responsible to help create and guide our “North Star” and I am the team's Scrum master. Further to that, I have the Product Owner role for our Remedy-based ticketing system and manage all the NOCs requests for improvements in our systems.
I oversaw all customer-affecting outages for Bell Canada to ensure a fast resolution. I also lead repair efforts to the major threats to the safety of the Bell Core network. I analyzed reports to provide recommendations to the various NOCs to improve their service levels. I lead the Continuous Improvement efforts of the team, which was instrumental in decreasing the administrative tasks by 45%. It enabled the management team to have more time for analysis and recommend further improvements in the NOCs.
I occupied many functions within the Wholesale organization. As a Project Manager, I deployed the first B2B portal, the customer report automation, the self-serve customer portal as well as the Process Streamlining initiative. As a staff manager, I lead a team of 22 technicians and 7 clerical employees who were the SPOC for all Wholesale customers into Bell. I also managed all customer escalations on a 7X24 basis and was responsible for the Wholesale International portfolio.
I lead the national teams who were responsible to insure all after hours services for the Enterprise, Wholesale and small/medium business customers. The team was comprised of 156 employees and 14 managers who were located in Quebec and Ontario and worked exclusively during the evenings, nights and weekends. The team was disbanded when we integrated the them within the various business markets.
I managed all customer escalation outside of regular business hours. I was responsible for end-to-end service assurance (help desk, test center) for all major business markets within Bell. Achieving the SLA objectives required a results oriented individual, who was comfortable interacting at an executive level with Bell's largest and most complex customers, while providing leadership and coaching to a team of Helpdesk Managers.
I held various functions within the IS/IT organization. As a technical manager, I built multiple web-based applications using ASP with either Oracle or SQL databases. As a member of the « Enterprise Solutions & Planning » Project Management Office, I was in charge of building reports based on multiple databases/tools and analyse trends to predict project costs, resourcing and success. I was also in charge of building user-friendly GUIs for field operations at a time when Access and Excel were complicated solutions. I introduced Cognos based reporting solutions to help standardize reporting. Finally, I managed a small “server farm” containing 11 servers with IIS services, Oracle and SQL solutions.
Before becoming a manager at Bell, I held various positions as a technician supporting e-Commerce initiatives and a Clerical employee. Information available upon request.
As a student, I was recognized by the teachers and department heads as a top learner and was given the opportunity to teach on evenings and weekends. The classes I had were Desktop assembly and configuration, LAN installation & management and I wrote and taught the Windows 2000 server classes.
I provide advisory services on a wide range of technologies, frameworks and methodologies as requested by the AlphaSights management team. My areas of expertise are on cloud-native technologies which include but not limited to: Kubernetes, storage solutions, databases (especially ElasticSearch) as well as methodologies like Agile and Lean management.
I provide advisory services on a wide range of technologies, frameworks and methodologies as requested by the GuidePoint management team. My areas of expertise are on cloud-native technologies which include but not limited to: Kubernetes, storage solutions, databases (especially ElasticSearch) as well as methodologies like Agile and Lean management.
As a RedHat partner and Solution Integrator, Stone Door Group deals with clients of all sizes. As a consultant trainer, my primary responsibilities were on training various companies on RedHat technologies implemented during the various phases of the projects for which StoneDoor Group was responsible.
ENGCOMM is an elite competition between select universities from around the world. Students will have diverse networking opportunities with our corporate partners, be able to represent their University on an international scale, and work in a cross-functional team-based environment.
Since 2013, ENGCOMM has been championing a worldwide effort to foster inter-disciplinary communication and collaboration before students start their professional careers. We focus on combining the technical field of Engineering with the interactive field of Commerce.
My contributions were on the technology front (website, backend functions, communications, HR, billing, etc), helping obtain sponsors and mentoring the Executive Team of students running the competition.
HackerNest is an organization whose purpose it is to enable members of the tech community to network. As a member of the organizing committee, I have the opportunity to meet, support and engage with a wide variety of people in the local tech scene and have been honored to coach some of the members on a regular basis.
Foundation 64 in a not for profit organization that partners with at risk and marginalized communities around the world to build creative projects. The primary goal of Foundation 64 is to showcase the exemplary work of grassroots organizations who support women's, children's and LGBTQ rights in developing countries and war zones through art and marketing. We believe that art can save lives. The secondary goal of Foundation 64 is to support local communities through the organic expansion of their sustainable, long-term programs. By working alongside community leaders we are able to help create geographically specific and relevant programs that will continue to grow after our involvement has ceased.
Le conseil d'établissement représente une instance décisionnelle qui, par la mise en place d'une dynamique de gestion entre l'établissement et la commission scolaire, donne à l'école et aux centres de formation professionnelle et d'éducation des adultes les leviers nécessaires pour répondre aux besoins éducatifs de tous les élèves.
Le conseil d'établissement exerce ses responsabilités dans la collégialité et le respect des compétences de chacune et chacun. Telle est la condition pour que l'action éducative des uns et des autres soit orientée vers un objectif commun, soit la réussite du plus grand nombre d'élèves.
http://www.education.gouv.qc.ca/eleves/vie-scolaire/conseils-detablissement/
We were awarded the 3rd place for the 2019 (Americas region) solution for influencing business transformation within our company. As the Enterprise Architect, my role consists in the identification of the business requirements, find the appropriate technical solution/vendor, architect the solution, decide on the project deliverables and priorities and implement them with my developers and consultants.
On behalf of Champlain College Saint-Lambert's Department of Continuing Education and the organizing committee of the 2019 Connect Cybersecurity Conference, we would like to recognize your contributions.
Choosing to share your expertise as a speaker at this year's conference helped make the 2019 edition especially dynamic and memorable.
The mandate of this conference is to not only connect academia and industry together, but also to educate the community and discuss new advancements in the high tech field with a wider outside audience. Your efforts in expanding and elevating the discussion on cybersecurity is much appreciated by the Champlain family and all conference attendees.
Thank you for your collaboration. We look forward to future opportunities to connect with you.
With gratitude,
IT Connect Organizing Committee
As a member of Bell Canada's first truly Agile team, we were honored with this award for our innovation in team work, efficiency of delivery and rapid development based on value for the customer. The innovation was centered around delivery methodologies and data-driven decision making from both a feature and design perspective. Through our various upgrades, we managed to take an end-of-life application and turn it into one of the central tools of the Network Operations teams.