Delivered a maturity uplift to the Disaster Recovery process and procedures for core Business applications to meet the organizations compliance commitments.Completed an interim role of Commercial Development Manger to assist the Senior Leadership team through a Vendor Selection process

Provided Subject Matter Expertise to enable the uplift of Service Management Processes, Procedures and ReportingSuccessfully introduced the use of NPS to measure customer satisfaction throughout the organisationEffectively Managed the SIAM team to deliver against its Goals and objectivesDevelopment of the ServiceNow roadmapWorking alongside the SLT to deliver an uplift in the organisational Smart goals

Assigned to Australian Unity as interim Head of Service Delivery. My primary focus over the 5 moth assignment was to work with key leaders in the business to develop and deliver an IT strategy and structure that would meet the current and future needs of the organisation. This experience allowed me to multitask effectively as well as demonstrate exceptional analytical, problem-solving, and decision-making skills.

Assigned to AustralianSuper to provide Subject Matter Expertise and guidance in Service Management whilst undertaking the role of Interim Transition, Configuration & Change Manager. During my 19-month assignment, in addition to delivering against the objectives of the role, I achieved the following• Definition and implementation of the Transition process into the BAU environment• Successfully transitioned 21 applications into BAU support• Delivery of service uplift for the core ITIL processes of Incident, Problem & Change• Provided SME through the RFP process to on-board a managed service provider for 6 core applications• Reviewed and uplifted the Disaster Recovery process and successfully managed the fund through a DR testThis role allowed me to grow both as an individual and as a professional, furthering my skills and abilities in a major international organisation, where I have developed my holistic skill-set to provide continuous outcomes with regularity.

This position allowed me to manage a team of 5 direct reports as well as the 3 outsource vendors with an annual spend of $20M, additionally deliver 9% improvement in the DR maturity and capability across the supported environments, as well as complete the cross functional vendor review resulting in 66% reduction in the number of vendors used and 28% saving in support costs.I was able to provide leadership and expert advice on service delivery issues and service development approaches, whilst create best-practice service delivery goals, standards and measures of success to ensure expectations are clear and that service delivery strategies are well aligned to overall company objectives.My wider understanding of both the business and the industry meant that I was able to develop and implement service delivery priorities, strategies and programs in short, medium and long-term timeframes to meet the diverse needs of key stakeholders and communities.I was able to develop and maintain effective relationships and open channels of communication with key community and industry stakeholders to ensure that programs and services meet current and evolving needs and articulated standards of performance.This role allowed me to grow exponentially– setting me up for future excellence in service delivery, and an increased skill-set that I have carried into other roles.

S3 were a start-up consultancy group specialising in strategic Sourcing (Outsourcing, Service Delivery, Insourcing & Procurement)As Director / Partner I was responsible for developing and documenting the Cradle to Grave strategy and processes for inclusion in the standard methodology used in the S3 “go to market” offering. My duties within this role included the following•Operational Management of client requirements including the Assessment of existing operational processes and the implementation of appropriate industry standards•Development of sourcing team management Processes to include:• STP – Strategy Target Proposal• Risk Analysis / Change Control• Corporate Communications Model• Common Service Delivery Standards• Marketing / Client development

Invensys established a need to find a partner within the IT industry to develop / implement the Invensys owned BaaN ERP software throughout all its Divisions and Outsource the IT and Financial business functions. This deal, £2.3 billion, required an in-depth knowledge of both the contact / bid processes and IT Outsourcing Industry.I was brought into the Invensys Management Team to assist in the process of identifying suitable partners within the industry and (following partnership selection) take both parties through the steps and milestones required to enable contract signature. During this process I spent three months in North Carolina and focused on delivering the following.•Supplier bid assessment and selection•Translating client strategies / business needs into tangible Supplier RFP’s •Sourcing strategy and process development•Writing of contractual due diligence process to take account of global requirements•Management of the worldwide Financial Shared Services data gathering and due diligence processes•Development of global staff Severance models to take account of geographic and cultural needs•Construction of the Contractual Service Descriptions and Metrics

As European Operational Services Manager I was responsible for the support of the Operational Business in all the European regions. My Management responsibilities included the following: • Negotiation and on-going management of the Support Services provided by Hardware, Software and Outsource Vendors (EDS, IBM & Global One) including contract management, SLA implementation / monitoring and P&L. •Steering Committee oversight for multiple European implementations including WAN & LAN standardization and SAP deployment•Global Web Hosting Services including:•Assessment of existing business activities for potential internet / intranet opportunities•Implementation and management of multi-vendor hosting agreements•Leading divisional strategy development groups•Implementation of Europe wide Data Privacy Policy in accordance with European legislation•Re-evaluation of the European supply chain to reduce overhead costs and improve productivity•Provision of Disaster Recovery for the region•Creation of common procurement policies / processes across the region•Management of the full process lifecycle to transition the organization from a single to multi-vendor sourcing / procurement environment

British Gas Trading is the largest supplier of Gas in the UK and was in the process of developing this market share, to include the supply of Electricity to its 18 million customers.As Service Support Manager I was responsible for the following.•Development, implementation and management reporting of SLA’s for 100+ IT Services•Successful introduction of the ITIL framework including relevant processes and procedures, staff training and software implementation (using PRINCE2) to underpin the delivery of corporate objectives•Management of the RFP process to select and implement new software to support the Helpdesk, Change and Asset Management processes.•Develop and implement Problem Management services and support structure to improve resolution, reduce backlog and improve customer satisfaction•Implementation of an organisational restructure, including recruitment and redeployment of staff, to enable the delivery of common processes and streamlined business practices•Managed the development and implementation of Services Management Processes within an IT Process Model framework•Exercised line management responsibility for 60 staff from Senior Managers to Helpdesk personnel, including the recruitment and appraisal of Contract and permanent staff•Management of the annual Services Delivery budget of £9m.

As a Millennium Projects Manager, I was responsible for all critical Hardware / Software for Southampton, Milton, Nursling and Corby. Within this role I was responsible for the following:•Identification of Software / Hardware issues•Implementation of guidelines for testing•Management of third-party suppliers to resolve and test date related issues•Re-evaluation of existing sourcing strategy to take account of Millennium requirements•Implementation of compliant systems, with appropriate service level amendments and trainingThe successful execution of the above, together with a flexible yet rigorous implementation approach, allowed my project team to complete the Millennium Project three months ahead of schedule.

As Service Delivery Manager for Europe I had management responsibility for a team of 7 direct reports, with an overall team of 32, across 7 countries in Europe and North Africa. These teams had overall responsibility for all local Business Service needs that included the following:•Management of the Local and, where appropriate, Wide Area Network•Implementation of business services and package•Insourcing of the Customer Order Service Desk of 150 seats resulting 45% reduction in Order processing and a 60% increase in Customer satisfaction•Introduction and amendment of OLA’s and SLA’s to provide continual support improvements.•Management of critical issues to provide the business with timely work arounds and resolutions Additionally, I managed the outsourced sector of the business, with service supplier CSC, which incorporated 42 staff covering all aspects of operational management and support of the midrange and WAN environment.My achievements can be summarized as follows:•Provision of consistent and efficient service to the business whilst delivering change and re-engineering requirements•Management of an annual budget of £12M, which incorporated both the budgetary requirements of the 7 geographic locations and the cost of the CSC outsourced service