Rob Weldon
Enterprise IT Service Management & Governance Advisor
COBIT, IT Governance, ITIL, Service Management, Service Desk, ServiceNow, SIAM, Service Integration, Vendor Governance, Insourcing/Outsourcing, Portfolio Strategy
I help enterprise leaders solve complex service, vendor, governance, transition, and operating problems when ownership is unclear and confidence is at risk.
Executive-level perspective. Operator-level detail. Clear answers when the room needs them. Fractional support when the job needs to get done.
operating scope
30+ Years
Senior Enterprise Operator
Enterprise IT Leadership
Enterprise Environments
Banking, healthcare technology, automotive, global operations, sourcing transitions, and technology transformation
Flexible Engagement
Bring senior enterprise IT operating experience into the problem now — hourly, fractional, interim, W2, 1099, or project-based
At a Glance
Use this profile to quickly see what Rob has operated, and where he can help when service, vendor, governance, transition, or other problems need senior-level engagement fast.
30+
Years
Wide range of experience including IT operations, data center management, systems programming, service management, governance, vendor management, portfolio strategy, and transformation execution.
100+
Resources
Led large, geographically dispersed teams including Service Desk, ServiceNow, Service Integration, Vendor Governance, Demand Management, Solution Architecture, Infrastructure Strategy, and Portfolio / Project Management.
Enterprise Environments
High stakes roles with accountability in Fortune 500 companies including Bank of America, Nissan North America, Amazon, Richmond Memorial Hospital / Bon Secours, Time Warner, and James River Paper.
Best Fit Situations
High-risk service impacts, failing transitions, vendor performance concerns, AI readiness gaps, operating model issues, unclear accountabilities, or any problematic area where leaders need someone to hit the ground running and bring clarity fast.
Executive Operating Profile
Rob is a senior enterprise IT operator and integrator with deep experience across ITSM, ITIL, Service Desk, ServiceNow, Service Integration and Management, Vendor Management and Governance, sourcing transitions, data center operations, portfolio/resource governance, and IT operating-model transformation.
He is strongest when the situation is cross-functional, politically sensitive, operationally unclear, or at risk of becoming an executive issue. He can move from CIO-level to operating-level detail without losing the thread.
Enterprise Experience
The operating spine behind Rob’s work: production operations, data center operations, ServiceNow, ITSM, vendor governance, sourcing transitions, resource strategy, and executive-facing IT governance.
Jun 2024 — Present
Triple8 Advisory
Enterprise IT Service Management & Governance Advisor. Applies multiple enterprise frameworks through one integrated lens to help leaders solve complex governance, service, vendor, transition, AI readiness, and operating-model problems. Focuses on where work breaks down, who owns what, what needs to change, and how to move the right work forward across teams, vendors, platforms, controls, and practices.
Nov 2023 – Oct 2024
Amazon.com, LLC
Manager III, Global IT Deployment Resource Strategy. Built a Deployment Resource Management Office to improve demand intake, project forecasting, capacity planning, and resource governance across global deployment operations.
Jan 2021 – Nov 2023
Amazon.com, LLC
Manager III, IT Service Management Governance. Established an ITSM governance model supporting digital transformation, product simplification, cost effectiveness, practice ownership, and global ITIL 4 adoption.
Apr 2007 – May 2020
Nissan North America
Sr. Manager, IT Service Management, Vendor Governance, Strategy & Portfolio Leadership. Led Service Desk, ServiceNow/ITSM tooling, Service Management Integration, Demand Management, Infrastructure Strategy, Infrastructure PMO, and Vendor Governance through major sourcing-model transitions.
Dec 2006 – Apr 2007
UpSurge, LLC
Consultant, IT Service Management and Vendor Governance. Contracted by Nissan to support ITIL v2 rollout across multiple Tier-1 technology providers and strengthen outsourced service-provider governance.
Dec 2003 – Dec 2006
UpSurge, LLC
Consultant, Technology & Operations Management. Provided interim technology and operations leadership for a Nashville-based marketing company. Led the move from manual regional sales processes to a web-based sales and early CRM solution, reducing customer acquisition costs by more than 70%.
Apr 1996 – Dec 2002
Bank of America
Vice President, Data Center Operations. Led predictive and proactive data center management supporting Banking, Mortgage, Investment, Securities, and International Trade Finance business operations.
Sep 1993 – Apr 1996
Bank of America
Sr. Systems Programmer. Provided technical support for 300+ CICS and IMS regions across multiple data centers, and traveled to merger/acquisition companies to determine resource transition strategy.
Aug 1990 – Sep 1993
Richmond Memorial Hospital ( Bon Secours)
Systems Programmer / Data Center Infrastructure Specialist. Completed data center buildout, software installation, performance tuning, and problem resolution activities across mainframe, midrange, distributed, and Wintel systems and clinical applications supporting hospital and remote patient-care environments.
Earlier
Career
Foundation
Time Life (Time Warner) / James River Paper
IT Operations Specialist. Provided enterprise problem solving, production monitoring, automation thinking, and systems reliability support for mainframe and midrange systems, databases, applications, and storage.
As blockchain, digital assets, AI, algorithms, robotics, drones, and automated platforms mature, organizations will need people who can connect emerging technology to proven operating models. - Rob Weldon
Core Expertise
Rob brings executive-level perspective and operator-level focus to the complex challenges leaders face today.
Enterprise ITSM
IT Service Management & Governance
Clarifies whether the real issue is process ownership, Service Desk performance, ServiceNow design, service provider behavior, reporting, retained-team accountability, or governance rhythm.
SIAM Framework
Vendor Management & Governance
Clarifies ownership, handoffs, provider accountability, service obligations, governance cadence, and performance expectations across retained teams and service providers.
Transition Ops
Sourcing & Transition Risk Management
Steps in when large-scale transition and transformation programs are at risk, helping leaders identify practical execution risk across outsourcing, insourcing, rebids, provider changes, service transfers, retained-team redesign, and vendor offboarding.
Enterprise GRC
Governance, Risk & AI Readiness
Connects governance to real work across services, products, vendors, employees, process, risk, controls, finance, AI readiness, and execution.
Monitor, Assess & Improve
For problems involving SLA/KPI performance, vendor accountability, audit findings, control gaps, service reviews, portfolio visibility, operating metrics, continual improvement, and executive reporting.
Bring Rob in when dashboards look green but the business reality says something else — or when leaders need a fact-based view of what is working, what is not, and who owns the fix.
Deliver, Service & Support
For problems involving Service Desk, ITSM, service management integration, event, incident, problem, change, request, knowledge, CMDB, service catalog, operations, and multi-provider support.
Bring Rob in when service performance, handoffs, escalation paths, ownership, SLAs/OLAs/XLAs, reporting, or end user confidence scores are breaking down.
Build, Transition & Implement
For problems involving ServiceNow, sourcing transitions, insourcing, outsourcing, provider changes, platform adoption, process design, stakeholder alignment, and implementation risk.
Bring Rob in when the organization needs someone who can connect strategy, requirements, vendors, retained teams, workflows, controls, and execution without losing the plot.
Align, Plan &
Govern
For problems involving IT strategy, governance, ownership, funding, portfolios, risk, compliance, vendor strategy, AI readiness, service ownership, and operating-model design.
Bring Rob in when leaders need clearer accountability, better decision structure, stronger governance rhythm, or a practical bridge between executive intent and operating reality.
Use these groupings to quickly map Rob to senior IT governance, service management, vendor, platform, transition, operating-model, and cross-functional problem-solving needs. Have another role in mind? Let's start the conversation.
Where Rob Can Help
Problems Solved
01
Green SLAs. Red business reality.
Monthly vendor SLAs were reporting green, but business leaders were experiencing poor service and losing confidence in IT. The CIO suspected contract value leakage and needed a fact-based view.
Triple8 Advisory conducted a contract and SLA review that exposed inaccurate vendor reporting and identified approximately $3M in potential commercial exposure, giving IT leaders a clearer basis for vendor governance, recovery discussions, and corrective action.
02
Too many tools. Too much spend. No enterprise owner.
Ticketing and help desk tools were spread across IT, business units, regions, vendors, and support providers. The CFO's question was direct: why are there so many tools, why is pricing not better, and why is there no clear enterprise strategy?
Triple8 Advisory helped turn ServiceNow and Service Desk capability into a stronger internal value model. The work supported broader adoption, duplicate tool reduction, chargeback alignment, Service Catalog maturity, and better leverage from enterprise platform use.
03
The transition was failing. The deadline could not move.
A major insourcing program was approximately 45 days from deadline when key leadership resigned. The program was at risk of missing that contractual deadline. The transition carried heavy penalty exposure if critical vendor offboarding, knowledge transfer, service-readiness, and retained-team coordination activities were not completed on time.
Triple8 Advisory stepped in as emergency transition owner, evaluated the work, clarified priorities, coordinated remaining transition activities, and closed the gap between executive expectations, vendor obligations, and operational readiness. The transition completed on time, critical vendor offboarding was finished before the deadline, the operating model moved forward without triggering penalty exposure, and non-critical path work was completed in future sprints.
04
The multi-provider model needed one operating agreement.
Retained teams, Tier-1 providers, third-party providers, and internal service groups all needed one operating language for how service would be delivered, measured, escalated, governed, and improved. Without that structure, service ownership, handoffs, collaboration, OLA/XLA expectations, and provider accountability could fracture across the environment.
Triple8 Advisory helped create a commercial ITO operating model and governance language that promoted collaboration around common processes, SLAs/OLAs/XLAs, service obligations, and provider accountability. That common language was incorporated into the MSA, SOW, and Governance Appendix for each Tier-1 vendor, creating a shared basis for multi-provider service management and governance.
05
The offshore Service Desk needed to be built for more than RTB.
A new offshore Service Desk and Service Management function needed to be built with the right people, operating practices, and leadership foundation. The work required more than staffing; it required building an offshore function capable of not only supporting Americas operations after hours, but also serving as an IT Service Continuity center during the day.
Triple8 Advisory traveled offshore to support interviewing, hiring, and early team buildout, then continued coaching, training, and remote management from the United States. The work helped establish the function until local leadership was ready to take over. Work was then performed to design, source, contract, and install a cloud-based call routing system, enabling offshore teams to provide critical support in the event of Americas Service Desk business disruption.
Most enterprise technology problems do not live inside one framework, one process, one team, one vendor, or one tool. They live in the gaps. The gaps between executive goals and funded work. Strategy and roadmap. Portfolios and funding. Vendors and retained teams. Contracts and expectations. ServiceNow and process. Governance and execution. Delivery and customer experience.
Triple8 Advisory is built around eight core operating lenses that Rob uses to evaluate the environment, find ownership and accountability gaps, and help leaders move the right work forward. The core eight may evolve as technology changes, but the discipline stays the same: use proven frameworks together, not in stovepipes.
Rob uses this integrated lens to help organizations understand how work really moves across the Plan/Build/Deliver/Run lifecycle; where governance and management responsibilities sit; where handoffs break; and what needs to change across the three key views: strategic, tactical, and operational. The value is not the frameworks themselves. The value is knowing how to integrate and apply them in real enterprise environments, with real vendors, real teams, real constraints, and real executive pressure.
As AI, automation, digital assets, algorithms, robotics, drones, and autonomous workflows mature, this kind of integrated operating view becomes even more important. The agentic future will not run on isolated frameworks or disconnected tools. It will require people who know how to connect governance, service, risk, delivery, vendors, data, platforms, controls, and execution into one working system. Triple8 Advisory helps connect that work to the owners, the frameworks, and the future — so problems get solved, leaders see clearly, and the right work gets done by the right people, partners, and agents, at the right time.
COBIT
Used to connect IT governance, management objectives, risk, controls, accountability, performance, and executive decision-making into one operating view.
IT4IT
Used to trace how work flows across plan, build, deliver, and run — and to expose gaps between strategy, portfolios, platforms, services, support, and improvement.
SIAM
Used to clarify ownership, handoffs, service obligations, OLAs/XLAs, provider accountability, retained-team roles, and multi-provider collaboration.
AIGP
Used to connect AI readiness and AI governance into existing operating models, including services, vendors, data, risk, controls, workflows, and decision rights.
The Triple8 Integrated Operating Lens
The agentic future will not run on isolated frameworks or disconnected tools. It will require people who know how to integrate governance, service, risk, delivery, vendors, data, platforms, controls, and execution into one working system. - Rob Weldon
Eight core frameworks. Three key views. One operating lens.
PMP / PMBOK
Used to structure complex work, clarify scope, manage risk, organize stakeholders, control delivery, and keep programs moving toward business outcomes.
Agile/Scrum
Used to create practical delivery rhythm, quick wins, visible backlogs, iterative progress, stakeholder feedback, and focused execution when the path is unclear.
ITIL
Used to design, govern, improve, and operate service-management practices across incident, problem, change, request, knowledge, service catalog, CMDB, SLAs, and continual improvement.
Lean Six Sigma
Used to remove waste, reduce variation, simplify workflows, improve handoffs, measure performance, and turn operational friction into repeatable improvement.
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Advisory
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Workshop
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Interim
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Fractional
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Contract
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W2
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1099
Engagement models
Ways to Work with Rob
Flexible engagement structures for leaders who need senior IT operating help without waiting for a long hiring cycle.
Start the Conversation
Share enough context to frame the situation, the type of help needed, the timing, and whether funding is already approved.