A significant expansion of my prior role in both scope and responsibility. I now lead the new "Service Operations" organisation. This group of over 800 people, in a dozen globally diverse locations, is the result of the integration of our Cloud Operations and Application Support functions into one unified team. Tasked with delivering a fully integrated support experience for IFS customers, on all products and all delivery models, covering the full stack from bare metal infra right through to the end user experience in our mobile and web apps. Highlights include: - Design and execution of an accelerated integration plan to create the organisation, taking just 6 months from initial design to full operation - Ground up re-design, moving the team into an industry aligned operational setup better matching the IFS GtM model and customer base - Introduction of industry alignments bringing increased situational awareness and customer empathy to the customer support experience - Introduction of the devops mindset and approach to the world of application/end user support - Introduction of AI into several areas of the team scope to increase productivity, speed resolution of issues and reduce TCO for our services - Ever closer working with the development teams through expansion of the scope and coverage of our devops model - Further expansion of self serve and automation in all areas within the teams scope of control - Integration of further M&A properties, additionally I introduced a new model to streamline the integration and speed the TTV of any future acquisitions

A continuation and expansion of my prior role. Including integrating cloud operations teams from several M&A activities into the existing organisation, further investments in people, tooling and processes and continuing the journey to devops. Highlights include: - Migration of all ticketing activities to a new service desk tool for enhanced CX and to enable future enhancements in areas such as self service for better ROI across the operation. - Improved average service availability to the best level in the history of the cloud service - Saw the introduction of the first CI/CD and GITOps automations in the cloud service to improve TTV and general CX - Widened the service offering with the launch of multiple new services and several service extensions/enhancements. - Moved all operations in-house and ended reliance on 3rd party providers to drive better ownership and accountability - Grew the team to approx 200 individuals across 4 global locations - Achieved compliance with the ISO 27001 data security standard and also the SOC 1 certification standards - Migrated from several legacy solutions to modern observability tooling utilising Prometheus and ELK

I joined IFS to establish a brand new global role and function to operate and enhance the the IFS cloud service offering and help migrate the business towards a true devops culture. Role included full management of the Cloud Operations team and oversight of a full service Azure MSP partner, together these two teams provide a unified Cloud Service Center to deliver and support all parts of the cloud solutions suite to the global customer base. I was a founding member of the Cloud leadership team taking the wider business forward in its "Cloud First" strategy. Key highlights of the role: - Established a dedicated 24x7x365 Cloud Operations function and grew it to over 50 FTE - Established a dedicated Cloud Solution Architecture function to provide technical guidance to all areas of the business selling and supporting cloud customers - Established a dedicated Cloud Ops Engineering function to automate and enhance our services in partnership with R&D - Introduced proper service transition/operational readiness along with other key ITIL processes - Rolled out an ITAR supporting service option for US customers - Supported 40% growth in the cloud customer base - Reduced the time to establish customer environments by 75%

Directly responsible for the daily operations of 5 different cloud product lines within the Oracle SaaS product group. These products provide core business services to over 10k global clients (encompassing UK government international blue chip businesses). Cross product responsibilities as part of the global leadership team that defines strategy and associated processes for the wider Cloud operations org. Key achievements include:• Took ownership of the global Fusion operations team and successfully integrated it into the GNC including full standardisation of operating model, tooling, KPI and associated processes. I had previously done the same for both the Eloqua (Based in Toronto) and Selectminds (Based in New York) teams following their acquisition by Oracle. I also provided oversight and guidance for the integration of the Responsys cloud operations team (Based in San Bruno, USA).• A subject matter expert on several Cloud Operations projects working with partners up to VP level, which seek to further standardize processes and technology across product lines. Example projects include revised approaches to service request management, incident & problem management and event & alerting management. Integrating some of the best devops approaches like CI, agile methods and developers working within ops plus new tooling choices like Jira, Jenkins and Puppet. All with new KPI, SLO or SLA commitments.• Through implementing automation, more intelligent monitoring and self-healing techniques we reduced our daily alert count from around 15,000 to under 10,000 unique alerts over a 6 month project.• Through a roll out of self-service tooling and training for the support team we reduced our service request count from in excess of 10,000 a month to fewer than 4,000 over a 12 month project.

Direct responsibility for the daily operations of 4 SaaS product lines in the ORacle CLoud group, covering 2 very different market sectors with their own unique needs and demands (HCM and online B2C marketing) serving SME, government and international corporate customers.Key projects• Took ownership of the Taleo Learn Cloud operations team at a time when they were significantly underperforming and through collaborative and motivational leadership turned the team into the highest performing Cloud Operations team in Oracle in 2014. This performance continues to this day.• One of 2 Cloud Operations SME’s that together designed and established the initial version of Oracle’s 24x7 NOC organization within Oracle cloud. Supporting multiple products and modelled to easily accept further products/teams in future, this is known as the Global Nerve Centre (GNC). The GNC expanded from its original 4 product remit to the current 11 over a 3 year period. - Expansion of my own team from being purely local resources to a globally distributed team including both home and office based staff in 5 different time zones and 3 different countries. In total it encompassed 35 people including 4 directly reporting managers.

Directly responsible for the daily operations of 2 SaaS product lines in the Oracle Cloud group. Delivering E-Learning and HCM services to approx 1,000 global customers including SMB and international corporates. Key projects:• Planned and built dedicated European cloud operations teams for each of the Eloqua, Taleo Learn and Taleo business edition product lines from scratch. Prior to this these were all based purely within North America.• Successful integration of my team into Oracle following their acquisition of Taleo, 100% employee retention in spite of significant changes to their roles, responsibilities and job locations.• Planned and project managed the successful vacating and shutdown of the Taleo EMEA development datacentre with no unplanned business impact, on time and in budget.• Huge expansion of an existing unique, totally bespoke e-recruitment solution for a sensitive European client, this involved a full re-architecture and a tripling of capacity all without unplanned downtime for the client and came in on time and in budget.

Following the acquisition by Taleo my role changed significantly. I was still responsible for the hosting operations of the legacy client base but this involved many new teams in other parts of the world and many new operating procedures and demands.Key projects: - Migration of clients to new a data centre in a different country on new hardware/operating systems/etc. with no downtime - Closure of 2 legacy data centres including secure disposal of hardware - Integration of myself and my team into the new company operations organisation - Implementation of a unique, bespoke infrastructure for a sensitive European client, comprising a large, highly complex, very high security solution in a remote datacentre

With the ongoing growth and evolution of the company, a further role change occurred in 2006. The increasing demands of running the growing production infrastructure resulted in my duties being switched to focus entirely on the production operations part of the business. My previous production duties remained, including a high level of hands on time with the day to day technology work, plus the financial and people management aspects that are part of being a departmental head. Due to the growing market demands, the company began to focus heavily on data security and compliance topics, this also became part of my role.Key projects during this time: - Successful ISO27001 certification for the production operations - The end to end design, selection and implementation of a 2nd datacentre and hosting infrastructure - Design and implementation of a DR solution for all clients - Designing a unique, bespoke infrastructure for a sensitive European client, comprising a large, highly complex, very high security solution in a remote datacentre - Relocation of the company headquarters including a substantial internal datacentre migration with minimal business impact

Following further growth in the client base, and internal changes in Jobpartners to allow it to scale with that growth, I took on an expanded role and responsibilities.The previous core technical duties remained, as did the management of the production IT team. Jobpartners culture was very much one of a manager being fully hands on and actually doing the same job as the people they were managing.In addition to those prior duties, I took responsibiilty for the internal IT functions in the company, covering technical and people management functions for that team. Responsibility for budgeting and supplier management in both production and internal IT also became part of the role.I was a member of the companies operations committee, who decided the companies strategy, alongside the other senior managers in the company.My key projects during this time: - Platform migration from Solaris to Red Hat Linux - Migration from Oracle 9i to 10G - Implementation of ITIL processes for the production and internal IT support teams

I initially joined Jobpartners in a purely technical role. This included the full range of system/middleware administration, network administration, system architecture and capacity planning. The core technologies we worked with when I joined were Apache, Tomcat, Linux, MySQL and Cisco networking. Following some changes within the company, the role quickly expanded to include management reponsibilities, with me taking ownership of the running of the production IT function within the business on a day to day basis, including both technical and people management responsibilities for the team. This was in addition to continuing with my core technical duties. Key projects I ran or was heavily involved with during this time: - Migration of all production hosting to a new datacentre provider and location. - Platform migration from Tomcat/MySQL/Linux to Weblogic/Oracle/Solaris. - Infrastructure migration from home built hardware to off the shelf, enterprise hardware platforms. - Re-design of the hosting architecture from a single, multi-tenant application hosting model into a variety of hosting models to meet client/product needs.

Business Online was the first flat fee ISP in the UK. I joined them as a network adminstrator, looking after a very large Cisco and Lucent/Ascend based network environment, paired with a large Red Hat Linux server farm. My duties covered all aspects of normal day to day operations, plus capacity planning, network upgrades and architecture work for new services.