This role provides the end-to-end visibility of the organisation’s services. To achieve this, service level management: - Establishes a shared view of the services and target service levels with customers - Ensures the organisation meets the defined service levels through the collection, analysis, storage, and reporting of the relevant metrics for the identified services - Performs service reviews to ensure that the current set of services continues to meet the needs of the organisation and its customers - Captures and reports on service issues, including performance against defined service levels- Manage Service improvement plans where service has failed against stated SLAs- Negotiate service credits where applicable

• Service Transition impact assessment and planning for operational readiness, ensuring the integrity of the live environment is protected and that new/changed services can be supported by IT through identification and completion of readiness requirements.• Ensure detailed planning, engagement and agreement with Programmes and Projects takes place, liaising with Technical Leads, Developers, BA’s, PM’s,and Support Services stakeholders to ensure support issues are progressed effectively and to the satisfaction of the business. • Deliver Service Readiness documentation as per the Service Transition process that will be reviewed and approved by key stakeholders. • Ensure relevant Service Operational Acceptance Criteria (SOAC workshops are planned, run and outputs recorded accurately. • Assessment of test results, identifying defects or missing capability that could drive manual workarounds, SLA failure or resource impacts into the Support Services team(s).• Ensure that Knowledge Transfer and Training is completed in a timely, consistent and qualitative manner in accordance to what the support team(s) require.• Ensure a suitable Early Life Support (ELS)/Warranty framework is put in place to ensure the accountability of the end to end project delivery remains with the project until Warranty has been exited via approval from the relevant support team(s).• Manage Service Operational Acceptance Criteria (SOAC) to conclusion, items that are being delivered outside of the SOAC require documented agreement from the relevant stakeholders.• Build effective relationships with identified business and IT stakeholders. • Process Documentation – create/update/maintain as and when required. • Drive the improvement of processes and procedures in line with ITIL best practice.

Working at Old Mutual Wealth/Quilter to transition a number of services as part of a wider transformation programme.My role as service transition and design manager saw a number of key systems moved into IT Operations as part of a managed separation programme. Working with live operational teams, Service partners, vendors and business owners, I was able to meet all deadlines delivering critical finance, HR and digital marketing infrastructure and applications into service.I also spent time in a service delivery manager role, with influence up to C level management, representing IT to the relevant business owners.Managing stakeholders and protecting service were the key deliverables in this role. I have driven a number of key service improvements, including ticket quality initiatives, self help IT portal and key process alignment.

Working for APS consultancy on site at Quilter

To manage the transition activities involved in the successful delivery of the Smart Metering service, ensuring requirements are delivered and reflected in the design while managing acceptance of services and changes throughout their lifecycle.

Qlikview Developer for Operational Teams within Smart MeteringDelivered a number of Qlikview Dashboards, using data from multiple sources, including QVDs and flat files.Implemented a ticket quality scoring mechanism for driving standards and ticket quality within the service deskCreated a number of internal operational reports using both Qlikview and the Microsoft suite to enable teams to manage performance against contractual deliverables for a number of high profile customersWorking with CSI manager to develop volumetrics to measure service and stratically plan resource for various teams

This role is to support the AIG Chief Technology Organisation with key activities surrounding an in-flight Continual Service Improvement initiatives focusing on end-user customer experience. Reporting into the EMEA Service Operations Manager I am part of the wider Global team tasked with analysing, documenting and implementing Service Improvements. Where possible these improvements will be aligned to common and best practice.Working closely with the wider Service Management team, I ensure the validity around reporting metrics and adherence. Merging and compiling data from multiple sources for reporting and trend analysis. I am the expert in ensuring data consistency through periodic ticket hygiene checking within the IT Service Management tool, Service-Now. Advising where process has not been ahered to, and re-writing out of date policies on ticket management,On a daily basis I am engaged with IT colleagues across the global technology platforms with regular interfaces back to the Business Units, and Business Relationship Managers. Value to the Business is a key mindset when delivering improvements, tackling issues around technology, resource or process.Other duties include but are not limited to: - Documentation of process across Incident, Problem, Request, Change, Configuration Management processes- Guidance and mentoring of Service Operations teams on new and current process - Awareness workshops and training staff on ITIL best practice

The main purpose of my role is to optimise the capability of the IT infrastructure, services and supporting organisation to deliver a cost effective and sustained level of Availability that meets customer and internal business requirements.• Optimise the capability of the IT infrastructure and components and associated cost• Proactive management of availability including relevant inputs to CSIPs • Ensure relevant engagement in new designs and bids provide necessary input and ensuring business requirements are understood and provided • Produce regular Availability plans and follows up on all actions• Ensures regular review of measure trends and analysis as part of regular service reviews • Monitor, measure, analyse and report service and component availability• Ensures Availability risks and issues are fully understood by those that need to and appropriate action is justified and taken• Ensure all risk to availability and optional mitigation are understood allowing considered decisions to be made based on fact prior to unexpected outages, and not in reaction to them• Provide recommendations through Availability plans to develop and improve overall service

• Team player in delivering a contract extension for a major account, through negotiation of Critical Service Levels and Key Performance Indicators • Delivered a reduction in Service Credits for a number of key accounts• Delivering a set of internal and customer facing reports through automation using current tooling available within the business• Built and delivered the Service Level and Operational Level Achievements of Internal Service providers in support of the Shared Service Factory to the customer• Delivered key recommendations for improvement to Service Levels (recovery / best practice), mainly in the Service Desk arena, but also within infrastructure teams such as Wintel• Instigate, monitor and report on Service Improvement Plans for failed performance across multiple accounts delivering a multitude of Service improvements across multiple accounts.• Leading Service Reviews with both Internal Service Partners and the Customer• Agreeing strict OLA regimes with internal suppliers to underpin contracted SLAs being delivered to the Customer• Delivering contractual entitlement on behalf of the internal customer against • Working with both UK and offshore teams in South Africa to ensure SLA compliance using best practice and standardised methods• Governance of Shift Left activity across all technical teams within the business• Delivering a portfolio of reports to track performance of internal providers against contractual compliance• Expert in tooling and automation for both Incident Management (Remedy) and SLA dashboard reporting (Digital Fuel)• Help build the Service Level Management function within Computacenter including defining processes, drafting key documentation and promoting the service internally through a series of road shows and workshops

Working on the NHS National Programme for Information Technology (NPfIT) which is the world's largest civilian IT project. Working in Service Level Management team, the role is to own the relationship with the customer by reporting and managing the performance of integrated local electronic patient record and clinical application systems against specific Service Levels for the London and Southern regions.Achievements in this role include:Q3 Rating in top 2% of BT Global Services business, which employs 35000 staff.Q2 2009 cost avoidance work saving approx £150k through driving improvements in Incident, change and end to end service management processes. This has seen a 40% reduction of service credits on the previous quarter,Set up the Service Level Management process and relationships both internally and externally due to recent acquisition of new business. This included negotiation of several service levels plus a timeline to deliver a set of contractual reports.Instigate and manage a number of Customer Service Improvement Plans to meet the ever-changing requirements of the customer, and ensure that the level of service exceeds the expectations of the customer.Supporting Legal and Commercial teams in the re-negotiation of a supplier contract, which underpins the main NHS contract.Agreed and managed an improved processes with internal teams to ensure that service penalties are mitigated and high standards of service are achieved. Close liaison with Commercial and Legal teams in negotiation of a new update the current NHS contract. Showing compassion for the customer yet working in the best interest of BT is key to the successful outcome of the negotiations. Also delivered a number of scenarios to assist the negotiations in support of BTRecognition for achievements on the project with the nomination and subsequent winner of a health star award for his contribution to the Service Level Management team.

Providing comprehensive technical support and training across a portfolio of over 250 users across the county of Dorset. Skilled in all Microsoft & Lotus Notes products, management of antivirus solutions, VOIP and Blackberry set up and support.

1st & 2nd line support; Providing technical assistance and account administration to over 650 users across the business, supporting a mixture of Microsoft and Novell platforms, printer configurations and server re-builds.

Responsible for the support and maintenance of 250+ NT Fujitsu servers across Africa, the Caribbean and Indian Ocean. Worked at 1st, 2nd and 3rd level support for NT and bespoke DOS and UNIX systems using ITIL methodology, supporting over 5000 users across the business. Also involved in a number of development projects using UNIX shell scripts and SQL scripts.Implemented and supported SAN architecture using HD disk arrays, Brocade fibre switches, Netvault software and SDLT Tapes, to both local office and international branches to ensure disaster recovery process was in place. Supported software on Windows 2000, Windows 2003 and Sco UnixWare Platforms. Part of the CAB, delivering changes across multi-platforms worldwide.Gathered audit requirements for Sarbanes-Oxley project to ensure compatibility within the department. Implemented, trained users and continuously improved the role and process of Source Controller by integrating new procedures for source code access across a team of 45+.Managed and led the process for a fraud control access system across 9 African businesses, leading to reduced operational and financial risk, as well as introducing greater accountability.Designed, implemented and educated users of a disaster recovery mechanism across the business, which introduced a significant saving of resource time.Through problem solving, analytical and goal setting techniques, able to provide solutions that not only meet SLA, but also add value to the business.Called upon at short notice to introduce new VAT software to an African country, resulting in full compliance within a 4-week period, within timeline and budget.

Selected as a graduate consultant from a large pool of applicants. Given a number of different assignments including POS installation for J Sainsburys, data cleansing and IT support.