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I lead a group of talented software and testing engineers and am accountable for the end-to-end delivery of valuable products and features/improvements aligned to customer/business value and objectives, which includes:- Managing multiple team / product / project outcomes and deliveries focusing on DevOps principles. - Products include orchestrators, external integrators, frontend, backend and DBs (on prem and cloud)- Stakeholder Management (customers, providers and internal teams).- Audits for Compliance and Regulations (e.g., SOC and ISO)- Product Owner for IT solutions, including product monitoring and optimization, using observability and monitoring tools (e.g., Grafana and Elastic)- Roadmap Planning, Delivery and Adherence reviews- Comprehensive Project, Process and People leadership and development (including multiple teams).Details:- The tech stack includes Azure, C#, SQL, SharePoint, Docker, LinearB, Grafana, Elastic and Confluence.- Full circle SDLC, from customer requirements to monitoring. This includes DevOps measures and live systems monitoring to proactively identify issues for possible improvements; both in the software /processes and the monitoring.- The DevOps approach has seen an improvement on deployment frequency by 8-fold and improved quality (evident in reduced MTTR and Change Failure Rate), while allowing for growth amongst the teams.- With CI/CD, improvements came about through tests in the build pipeline, refined dev standards and processes, and removal of key person reliance.- Compliance and Regulation audits (Internal, SOC and ISO27001) on a regular basis ensured all documentation was current and accurate.- Benefit realization linked back to customer/architecture design requirements and to ensure that I made better decisions for each new piece of work.- The team size has varied from 5 to 15, with external offshore contractors filling a skill/ capacity requirement as necessary.

Managing a team of operations engineers who hosted a client-server solution for a land-based customer product.International Stakeholder Management, including the USA, Mexico, South Africa and the Ilse of ManCreate and maintain product roadmap in conjunction with partners and customersDeliver on product roadmapLead team to successful improvement in KPI measuresOptimise team structure, motivation and effectivenessSetting clear objectives for the team and individuals and measuring success, including career planning

Team lead for 3 teams of developers i.e., Service, UI and DataBase.As team lead, I facilitated their growth as individuals and as an integrated motivated and competent team.As product owner, I created increased value to the product and the wider company via understanding the product, the various environments, the underlying processes, the dependencies and the people who grow and support our product.I engaged in stakeholder management with our international customers

Lead the team of business analysts for the Android, iOS and Windows clientsMentor and coach individualsEnsure integrated planning within wider team of Identify business needs in correlation with the industry and consumersDesign and present business solutionsEnsure successful implementation of solutions with retrospective sessions

Incident and Problem Management ITIL V3•Defines the Incident and Problem Management policy and processes, including reporting and risks•Facilitates integration & implementation of Incident and Problem Management •Manages operational problems Business Process Re-engineering•Defines Process Management policy, Process Architecture, RACI, procedures, standards & templates •Creates, automates & reports on meaningful Process metrics •Identifies, trains and coaches Process Owners / stakeholders

Analyses strategic objectives and align process requirements, provides feedback regarding gaps in the Strategy re process architectureConsults on generic, re-usable processes for all product types, media and channelsOptimizes beneficial processes and eliminates processes that add no business value

As HOD, I facilitated and managed the Strategic Business plan for the region, including managing various strategic outcomes. This was inclusive of the design, modeling and implementation of various business processes. Integral to this was the Risk Management plan for the region, which I created and facilitated but was managed by individual managers via the Risk Management business process.As a national resource, located in one of the regions, I was tasked with the rollout of the National Strategy and Business Planning process to all 6 regions.One of my projects during the last 2 years at Eskom was to research, document and implement the governance requirements for the region, handing over to incumbent governance manager once they were appointed.I was invited to be the chief mentor for the region, focusing on developing and implementing a mentorship programm, in conjunction with the training department.

Business Improvement Analyst (2000-2004), HOD Bill process centre (1999-2000), Forecasting & Performance Analyst (1997-1999),Project Engineer, solution team (1995-1997),Project Manager (1995)