Stephen L. Email and Phone Number

Responsible for delivering a major change to the Service architecture supporting Maersk’s Geographic Information Services within Aberdeen, a local implementation as part of a Global GIS Strategy. I went on support the business establish a schedule of initiatives and appropriate project controls intended to realise the value from that Service change, and to support delivery of strategic objectives for 2015. The GIS scope of projects concluded with finalising the global transition of the GIS Service, working with the IT functions in relevant sites to establish clarity of their operational requirements, subsequently delivering the knowledge and documentation to support it, and establishing OLAs for the Technical Services in key sites.Developed a common Management Information dashboard using Spotfire linked to data extracted from ServiceNow and Exchange mailboxes. Information presented included analysis for: Aged calls, Problems, Demand (teams and services), historic trends including weekly backlog and volumes, and comparisons of performance across locations.

Performing a Programme & Business Relationship Management role as part of EnQuest’s ‘Operations Excellence’, a transformation of Operations and Engineering Processes and related IT Services.Initial duties included establishing an efficient PRINCE2 orientated Project Office. Programme management responsibilities included overseeing Projects to transfer ownership of Offshore related IT Systems and Services from Petrofac to EnQuest, and an upgrade to the Production Data reporting systems. Further work involved the Business analysis and justification for several projects in the area of Engineering and Operations, and the subsequent definition, specification and tendering for bespoke development. Those systems included the Visualisation of an Asset’s Integrity metrics and Electronic Management of Engineering Change. Other projects included Anomaly Management, and document Management Systems. Representing IT Services and Systems on the Operations Excellence steering committee, helped to ensure that Business objectives and priorities were factored into current and scheduled projects. I established a Management System to visualise and manage the published objectives, track and report progress, control related documentation, and provide collaborative capabilities.

The Company’s decision to Transfer accountability as Duty Holder required a project where success depended not only on establishing the EnQuest’s capability as a Duty Holder, but given any risk of a poorly managed Transfer manifesting into major accident events with potential fatalities, the project required an exacting focus on Management of Risk.Executing the IS/IM transition on behalf of Enquest was a critical task which included providing leadership in functional representation for the IS and IM departments, ensuring that all required changes were identified, risk assessed and executed safely. In addition I conducted frequent Functional Risk and Readiness assessments with key stakeholders, as well managing the close out of mitigating actions. To support EnQuest achieve its goal, the Projects I delivered included:• Implementing a new Business Management System, migrating Operation Management Procedures from the previous Duty Holder.• Migration of controlled documentation, CAD, Engineering drawings; soft and hardcopy.• Implementing access to systems supporting: Maintenance & Integrity, ISSOW, COSHH, and Incident Management. • Establishing an IT Support Services agreement with Petrofac.• Planning and initiating a Post Transfer (Transformation) programme of work.

My main responsibility was in the development and Implementation of DR / IT Service Continuity processes for TAQA's Aberdeen office. The project initially required a focus on improving the maturity of key IT Service Management processes (ITIL). In support of this objective, I established Configuration, Service Catalogue and Document Management processes including a collaborative Design and Configuration of the supporting tools. The key deliverables of the project were a new set of practices, processes and cultural change, backed by technologies, that would provide measurable capability of Service Continuity long term. I produced a Management Plan including a Policy, Strategy, Roles and Responsibilities. Using output from a BIA, I was able to create Recovery Documentation for each Service and the IT DR Plan. I held the role of Configuration Manager and Continuity Manager until a suitable resource was made available, after which I was able to transfer Management and Ownership of those processes.Establishing a global 'Service Introduction' process. This I based predominately on ITIL Service Design/Transition with PRINCE2. The challenging requirement was to develop something simple, suitable but scalable for a company at the beginning of a journey into Service maturity. The work represented a fundamental shift toward 'front loading' projects with the information necessary for successful transition and subsequent Operation.During implementation planning for a global ITSM tool, and with reference to a CMMI assessment, I developed a 3 year IT Service Management Strategy to progress the global IT Organisation through IT Service Management process maturity (ITIL).I undertook an exercise to demonstrate TAQA ICT Expenditure against similar Organisations in the global upstream sector. For presentation to the leadership team, I developed a high quality Benchmark report using data from both Gartner (Energy Sector) and from Aupec (Global upstream benchmark database).

Manager of a Corporate function responsible for IT Service Development, Infrastructure Projects, Enterprise Architecture, escalated support and administration. Main responsibilities included:• Managing project resource and Support personnel in Aberdeen, Paris and Houston.• Proposing, Budgeting and developing Programmes to evolve IT Infrastructure Services and Improve Reliability, Resilience and Service Continuity.• Management of COE Infrastructure Services, suppliers, projects and delivery of Service change.• Design authority for new or changed services, and an additional focus on the Service Design process.• Interface to Regional Operations managers regarding transition of services, escalated support, and Continual Improvement.Projects included: Redesign/refresh of the Common Operating Environment across 400 servers / 3.5k desktops to 30 offshore + 6 onshore locations. Global virtualisation program and SAN upgrades. Windows 7, SCCM, Server 2008 deployment.

Responsible for the design, development and delivery of the technical solutions which underpinned the organisation's growth and Service offerings. Throughout the period working in this role, the bespoke systems developed enabled activpayroll to take on ever larger clients with increasingly complex needs, and established a competitive edge that grew a client base from local to international level. The vision of capability was incrementally developed in creative partnership with the Managing director and delivered rapidly through farsighted designs assisted by a talented team. Responsible for client implementation projects which would include:• Initial Meetings with clients at board level to define local and global requirements. • Project communications and reporting, meeting updates.• Scope, system design and project management through to completion• Interface specifications and configuration with ERP solutions including: SAP, Oracle, and PeopleSoft.• Data migration and definition of the subsequent data flow processes.

Responsibilities for implementing and supporting the company’s IT requirements as well as development of an array of applications including: small business accounting, HR systems, Time recording, Asset Tracking, Lease Management and invoicing.