Driving global infrastructure, operations, and service delivery with expertise in cloud solutions, compliance, and automation. A strategic leader with 15+ years of experience transforming IT landscapes.
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Professional Summary
Global Infrastructure Expert
15+ years driving infrastructure, operations, and service delivery, most recently as Head of Workplace Technology PMO at Atlassian.
Security & Compliance
Led Zero Trust architecture implementation and FedRAMP compliance initiatives.
Service Transformation
Transformed global Service Desk operations and championed product-oriented service models.
Technical Expertise
Cloud Infrastructure
Expert in cloud migration, Zero Trust Security, and endpoint management solutions.
Service Delivery
Jira Service Management specialist with automation and ITIL framework implementation.
Compliance
FedRAMP, SOX, HIPAA, and GDPR compliance implementation and monitoring.
AI Integration
Leveraging AI in IT operations and enhancing user experience.
Key Achievements
Cultural Transformation
Led transformation to a Product Operating Model within IT, creating a new mindset balancing enterprise needs with team autonomy.
Global Office Expansion
Built 6 offices and 3 retrofits globally within 3 years, improving delivery time and reducing costs through team trust exercises and health monitoring.
Community Leadership
Chaired Atlassian Foundation Council for AMER, partnering with Room to Read, Posse, and Project Invent to drive positive change.
Atlassian Leadership
ZTNA Migration
Championed migration from Cisco VPN to Cloudflare Zero Trust, reducing outages by 40% and improving user satisfaction by 30%.
FedRAMP Compliance
Partnered with security, commerce, legal, and risk teams to drive FedRAMP readiness across Atlassian's SaaS platforms.
Enterprise Help-Desk
Designed and launched Jira Service Desk with Confluence and Slack integration, enabling data-driven decisions for problems and incidents.
Global Office Buildouts
Executed six global office build-outs with 100% on-time delivery, leading site selection and IT infrastructure deployment.
Previous Experience Highlights
Cloud Migration
Led biotech-regulated workload migrations
Security Enhancement
Deployed enterprise MFA solutions
Infrastructure Optimization
Reduced costs through virtualization
At Achaogen, Medivation, HarvestMark, and SolutionSet, Warren led critical initiatives including cloud migrations, security implementations, and infrastructure optimizations that delivered measurable business value.
Community Engagement
Project Invent
Served as judge and mentor at Project Invent's Demo Day X NYC, supporting student inventors from underrepresented communities.
Atlassian Foundation
Chaired AMER Foundation Council, organizing initiatives including preparing 200 MacBooks for Bayview elementary students.
Mentorship
Mentored interns with 100% positive outcomes in career advancement or mobility.
Leadership Philosophy
Cross-Functional Collaboration
Building bridges across teams to deliver integrated solutions.
Empathy-Driven Leadership
Understanding user needs to create meaningful technology experiences.
Data-Driven Governance
Making decisions based on metrics and measurable outcomes.
Innovation Culture
Fostering environments where creative solutions thrive.
In action
Portfolio - Sample Work Product
2025 OKR Timeline Structure for IT
A comprehensive strategic roadmap aligning IT initiatives with organizational growth objectives while ensuring compliance with critical regulations including SOX, HIPAA, and GxP standards. This timeline structures objectives and key results across four quarters of 2025, establishing clear milestones, accountability mechanisms, and measurement frameworks to support the company's mission through secure, scalable, and user-focused IT infrastructure.
Key Quarterly Milestones & Example OKRs
IT strategy for 2025 follows a progressive quarterly approach, building from foundational assessment to innovative implementation. Each quarter has been carefully structured with a distinct theme that builds upon previous achievements while maintaining focus on the overarching goals of compliance, security, scalability, and enhanced user experience.
Q1 (Jan-Mar): Stabilize & Assess
The first quarter focuses on creating a comprehensive understanding of the current IT landscape. During this period, the IT team will conduct a thorough inventory of all enterprise systems and workflows, documenting dependencies, ownership, and operational status. A comprehensive risk and compliance audit covering SOX, HIPAA, and GxP requirements will identify vulnerabilities and gaps in the existing infrastructure. This foundation-building phase establishes the baseline metrics against which future improvements will be measured.
- Complete 100% inventory of enterprise systems with documented workflows and dependencies
- Perform gap analysis against compliance frameworks with prioritized remediation plan
- Establish IT performance baseline with at least 10 measurable KPIs
Q2 (Apr-Jun): Optimize & Standardize
Building on Q1's assessment, the second quarter transitions to implementing standardized policies and security protocols. This phase addresses the highest-priority gaps identified in the audit while establishing consistent practices across the organization. Process automation initiatives begin with high-risk workflows to reduce manual errors and improve efficiency. Regular security audits ensure adherence to newly implemented standards.
- Deploy standardized IT governance framework with 95% policy adherence rate
- Automate at least 3 high-risk workflows, reducing manual processing by 40%
- Implement enhanced security controls with 100% coverage of critical systems
Q3 (Jul-Sep): Scale & Enable
The third quarter focuses on scaling infrastructure to support organizational growth while enabling teams through improved tools and training. Major infrastructure upgrades commence, addressing capacity constraints and enhancing performance. Comprehensive training programs ensure all staff can effectively utilize new systems and understand compliance requirements. Operational metrics track improvements in efficiency and response capabilities.
- Complete at least one major infrastructure upgrade with zero unplanned downtime
- Achieve 90% staff proficiency in new systems within 6 weeks of deployment
- Reduce mean time to resolution for IT incidents by 30% compared to Q2
Q4 (Oct-Dec): Innovate & Review
The final quarter balances forward-looking innovation with comprehensive review of the year's achievements. Pilot programs explore new technologies to enhance R&D capabilities and operational efficiency. Disaster recovery testing ensures business continuity capabilities meet or exceed industry standards. Year-end reviews assess user satisfaction and compliance status, establishing priorities for the following year.
- Launch 2 pilot initiatives leveraging emerging technologies for data analytics or automation
- Successfully complete full disaster recovery testing across all mission-critical systems
- Conduct comprehensive user experience survey with 85% satisfaction target
- Develop 2026 IT strategic plan informed by metrics and stakeholder feedback
Throughout the year, progress against these OKRs will be tracked through weekly status meetings and biweekly dashboard updates. This regular cadence of review creates transparency, enables early risk detection, and maintains accountability across the IT organization. Digital tracking tools will provide stakeholders with real-time visibility into progress, fostering alignment between IT initiatives and broader organizational objectives. Each quarter's achievements create the foundation for subsequent phases, ensuring a cohesive approach to IT transformation that balances immediate operational needs with long-term strategic goals.
Executive Summary – Strategic IT Roadmap for Rapid Growth
Executive Summary – Strategic IT Roadmap for
Prepared by Warren Shubin
Objective
Support the companies growth with a strategic, secure, and scalable IT foundation. Focus areas include modernizing infrastructure, streamlining onboarding and service operations, and meeting compliance demands (SOX, HIPAA, GxP) while improving user experience.
Quarterly OKRs Overview: Q1 – Stabilize & Assess
Inventory enterprise systems and workflows.
Audit onboarding/offboarding in Okta and M365.
Establish baseline Help Desk performance metrics.
Identify top 5 compliance and security risks.
Quarterly OKRs Overview: Q2 – Simplify & Automate
Consolidate tools into a unified ITSM platform.
Launch SSO-secured self-service portal.
Automate provisioning for 80% of new hires.
Implement AI-based ticket triage.
Quarterly OKRs Overview: Q3 – Secure & Scale
Enforce endpoint compliance with Intune + CrowdStrike.
Implement comprehensive endpoint security solution combining Microsoft Intune and CrowdStrike protection.
Roll out conditional access policies.
Deploy context-aware security measures to ensure appropriate access controls.
Deploy audit-ready access logs.
Implement comprehensive logging for compliance and security monitoring.
Publish scalable support model for hybrid teams.
Create flexible IT support framework accommodating both remote and in-office staff.
Quarterly OKRs Overview: Q4 – Transform IT into a Strategic Product
Launch 3+ IT products (e.g., onboarding, support, access).
Operationalize OKRs with quarterly planning.
Introduce observability tools and reduce downtime by 50%.
Contributions
With deep experience leading at Atlassian, Warren brings proven success in service transformation, automation, and compliance—bridging technical strategy with operational empathy and product-thinking.
From 14 Broken Systems to Enterprise Gold Standard
The Challenge
Fourteen siloed service desks created chaos with duplicate tickets while valuable engineering talent was wasted on basic IT requests instead of product development.
Fragmented Systems
Multiple entry points created confusion and duplicated work
Unified Platform
Consolidated service delivery with intelligent routing
Measurable Impact
26,684 requests processed with 4.94/5.0 CSAT in first month
Incident Reduction
Fewer productivity-impacting issues
CSAT Rating
Out of 5.0 during transformation
The unified architecture leveraged machine learning to improve resolution accuracy over time, while elastic contracting enabled scalable global coverage. Senior engineers shifted from debugging VPN tickets to shipping product features—transforming IT from operational liability to competitive advantage.
Broken Systems to Enterprise Gold Standard
What is not measured cannot be managed. Took the CIO's directive of "One IT" to break down silos within the organization with visibility into efficiency by transforming fragmented IT service management into a streamlined competitive advantage.
Delivered enterprise-grade support while boosting engineering productivity and laid the foundation for AI with an ability to scale.
The Catalyst for Transformation
Fourteen service desks operating in isolation created a perfect storm of inefficiency. Employees submitted duplicate tickets across multiple systems while your most valuable L3/L4 engineers wasted countless hours fielding basic IT requests instead of building revenue-generating products.
Inconsistent or non-existent measurements and workflows prevented the aggregation of insights into data that were clear or insightful.
This operational fragmentation wasn't just an IT problem—it represented a significant drag on overall business performance, engineering productivity, and employee satisfaction. Something had to change.
Unified Architecture: The Single Source of Truth
Employee Request
Multiple entry points (Web Portal, Slack, Confluence KB) feed into a single system
Jira Service Management
Centralized request management with intelligent ticket routing
Automated Triage
ML-powered sorting directs tickets to appropriate tier
Tiered Resolution
AI assistants, rapid response teams, and specialist engineers
Measurable Impact: Beyond the Numbers
Requests Processed
Just in the first month after implementation
Customer Satisfaction
Maintained exceptional CSAT during transformation
Incident Reduction
Fewer productivity-impacting incidents
These metrics tell only part of the story. The real win came from redirecting senior engineering talent from mundane support tasks back to innovation and product development—delivering quantifiable ROI beyond service desk improvements.
The Human Impact: Engineers Unleashed
Before Transformation
Senior engineers spent hours of unmeasured time performing KTLO/BAU work, creating a bottleneck for critical product development work. No standards for documentation for runbooks or a place to store them.This misallocation of talent resulted in:
- Product release delays
- Engineering team frustration
- Slower time-to-market
- Innovation stagnation
After Transformation
With our intelligent service management architecture, L4 engineers returned to shipping product features and driving innovation. The transformation delivered:
- 80% more engineering time on core products
- Faster feature releases
- Improved team morale
- Accelerated innovation cycle
- Introduced consistent metrics, and dashboards that provided insights from the CIO down to the team lead and IC.
- Established trust between teams by introducing accountability with an ability to accurately forecast
Technical Implementation: Beyond Standard ITSM
Our approach goes beyond basic ticketing systems to deliver truly intelligent service management. We implemented unified service delivery through machine learning-powered routing that improved resolution accuracy over time.
Elastic Contracting Model
Scalable global coverage without fixed headcount, allowing resource allocation to flex with demand cycles while maintaining consistent service quality.
Automation
Converting manual triage into intelligent workflow routing, ensuring tickets reach the right expertise level on first submission, reducing resolution time by 37%.
Knowledge Architecture
Structured knowledge management that evolved into the foundation for AI-driven support automation, continuously improving with each resolved ticket.
Visual Transformation Journey
Problem Assessment
Analyzed 14 independent systems to identify redundancies, gaps, and inefficiencies in service delivery model.
Architecture Design
Created unified service framework with intelligent routing and tiered support model for optimal resource allocation.
Implementation
Deployed centralized platform with multiple access points aggregated to a central location while maintaining service continuity during transition.
Optimization
Measured impact. Refined machine learning algorithms and knowledge base to continuously improve resolution accuracy and speed.
Each phase was executed with minimal disruption to ongoing operations, ensuring business continuity while progressively improving service quality, while providing product teams to be our own Customer 0 with new features and products.
Inside the Service Tiers: Right-Sized Support
Tier 0: AI Assistant
Handles 40% of common requests automatically through conversational AI and knowledge base integration
Tier 1: Rapid Triage
Resolves 35% of remaining tickets through standardized processes and template-driven solutions
Tier 2: Specialist Teams
Addresses 20% of tickets requiring domain expertise in specific platforms or technologies
Tier 3: Engineering Support
Reserved for only the most complex 5% of issues requiring senior technical talent
This tiered approach ensures appropriate expertise allocation, preventing the costly misuse of senior technical resources on routine issues while maintaining exceptional resolution times.
The ROI Beyond Service Metrics
While service improvements are impressive on their own, the true return on investment came from reclaiming engineering capacity and redirecting it toward business growth initiatives.
The transformation converted IT service from an operational liability into a strategic asset that directly contributed to accelerated product development cycles and improved market responsiveness.
Don't underestimate the human element
This solution was delivered with speed and agility because of executive sponsorship, a commitment to accountability, and change champions on each team, who took active roles in engagement and the feedback loop, informing the design of the ultimate deliverable.
Accelerate Innovation
Freed engineering talent to focus on building products rather than handling support tickets
Measurable Results
Dashboards allowed for insightful and quantifiable improvements in CSAT, resolution times, and productivity metrics
Enterprise-Grade
Implement gold-standard service management that laid the framework for further product development at scale
Interests
Warren Shubin: Senior IT & Infrastructure Leader