Key Achievements• Successfully managed service transition activities for multiple projects while ensuring quality transitions on time and within budget, despite major setbacks like late engagement.• Recommended, defined and implemented improvements to the service transition process, including standard acceptance criteria checklist, warranty approach template, warranty entry and exit criteria and service transition work package template.• Achieved operational readiness, in most cases, before it was needed. Responsibilities • Provide comprehensive service transition guidance, support and assurance to business units, programmes and project management teams. • Determine the scope of transitions and assess impacts to in-life services, teams and processes while performing resource planning and management.• Generate detailed and accurate transition plans and manage the transition.• Engage closely with project, programmes and 3rd party suppliers, defining, agreeing and implementing support processes to ensure readiness, and acting as the SPOC between projects and operational functions.• Oversee documentation, acceptance into service, testing, risk management, governance/stakeholder management, and service improvement among other duties.

Key Achievements• Established key transition activities and successfully transitioned the new reservations system into production within less than 3 months to launch, and as a result, was asked to stay on to complete post launch transition activities for all PSS departments and support the definition, introduction and embedding of the new service transition process and framework. • Operated the service transition process, brought the delivery of new services and over 100 in-life projects under control and ensured they were operable in live. Responsibilities• Oversaw the transition of the new Passenger Service System (PSS) reservation and departure control systems into production, and defined support model and ITIL processes for the new service and Vendor. • Established, implemented, embedded and operated the new service transition process that was rolled out across the organisation.

Key Achievements• Successfully managed the implementation of the new Data and Voice services for TUI Europe. As a result, was asked to complete the implementation and manage the transition of support for TUI UK and Europe. • Developed and offshored service management functions leading to a reduction in staff costs and better synergies. Responsibilities• Directed the implementation and transition of the new services for TUI Europe and the management of the wider transition team, internal technical resource and 3rd party suppliers. • Outsourced service management processes off-shore. • Spearheaded the transition and implementation of services and ITIL service management processes for project Westminster (Orange and T-Mobile convergence).

ITCafé Limited is a Software and Web Development Company who provide services ranging from project management to software support and maintenance to external clients. I was employed to support the business with expanding the services they provide by managing the IT Teams and implementing best practice processes and procedures for support and project management.

Accenture is a global management consulting, technology services and outsourcing company, with more than 175,000 employees in 49 countries. Accenture collaborates with clients to help them become high-performance businesses and governments. BT Group is the largest communications service provider in the United Kingdom. It is also one of the largest communication companies in the world. In my role as a Service Introduction Manager at BT (ITIL environment) I was responsible for assuring the Introduction and operability of new and improved systems aligning to BT’s current and future networks.

Cision UK is a media intelligence solutions and communication company that provides world-class services to executives and individuals, including public relations, investor relations, marketing, corporate communications and non profit organisations. I managed a team of support analysts (including 7 24/7 support analysts) responsible for all service requests and the provision of ICT support to 600 users over 7 sites. Owning; incident, fault, problem, change, project and asset management