Global Standards & SMO | Service Innovation | Talent Realisation | Team Engagement | Unique Customer Journeys

As part of the leadership team, I was accountable for the overall strategy and delivery of support services, customer experience, internal infrastructure, software platforms and the underlying procedures and metrics. Post-acquisition with Computacenter, a key focus was delivering a programme to align our technology and services to improve organisational productivity and the customer journey.ACHIEVEMENTS • Project Manager and Technical Lead: G Suite to O365 Migration – Successful implementation of Exchange Online, SharePoint, Azure AD, Intune, MDM and MS Teams / SFB• New team structure and re-branding (theHUB), with emphasis on development paths, succession planning and scalable resource profiles to maximise on resource utilisation with new service take-on• Introduction of a new service strategy, policies, processes, procedures and standards• Alignment of key internal processes to ITIL, DevOps and LEAN principles• Building stronger relationships with our clients: a) Establishing service reviews and proactively helping them realise the investment in our services and ServiceNow b) New Customer Portal, with emphasis on the “Voice of the Customer.” c) New ‘Enhanced Support’ service offering which has helped with customer retention and a 40% growth in profitability (last 12 months)• Working alongside Computacenter (CC): a) Delivery of a new SIAM based integration between ITSM toolsets (Remedy to ServiceNow). CC’s Global Service Desk (GSD) will use this to provide 1st line services on behalf of TeamUltra b) Design/delivery of New Health Check service designed explicitly for CC to improve the performance and profitability of the GSD on key accounts (Michelin, GE and others). 100’s of FTE’s identified which will benefit from automation (circa £2.5m) c) New associate programme blueprint for CC Germany to develop graduates into ServiceNow consultants. The will help secure and realise a potential pipeline of £13m in professional services

Leading a London based 1st, 2nd & 3rd Tier Technical Support Team of 11, to deliver exceptional customer service and technical support to over 1200 users across four main offices and 70 regional offices based in London and the SW of England. ACHIEVEMENTS• Rebuilding the service desk and field support teams from the ground up • Implementing a people-centric approach to drive team performance• The introduction of best practice principles (ITIL/ LEAN / DevOps) • New Problem and Change / Release management processes to drive down calls, and increase service stability• Project manager/lead developer for ServiceNow implementation across all of Corporate Service teams (IT, HR, Facilities, L&D), and Finance Department• Consumerisation of employee experience with a new Customer Portal to access new Corporate Service Portfolio• New LEAN application developed in ServiceNow to manage Concern Strips across Corporate Services• Standardisation of new Fabrica Sales Construction and Regional office site setups• Implementation of critical infrastructure projects – £2m desktop refresh & VDI, Mobile contract and device migration (O2 to Vodafone), Airwatch MDM, Hosted Exchange (O365 Migration), Office Re-locations – circa 400 users / 4 sites, “Follow me Print” (Ricoh MFD) deployed to all sites• Team development plans to attain the ITIL V3 foundation (whole team), A+, NW+, MOS, Windows 7, CCNA certifications. This success story was used to help retain the “Investors in People – Gold” award• The Service Desk ranked Top 5 across the group as part of the “Best Companies" survey

Leading a London based 1st & 2nd Line Technical Support Team of 12, providing support to over 3000 Stores (EPOS and Pharmacy systems) and 5000 Head Office users across multiple locations. Responsibilities: • Monitoring team and individual performance to provide ‘legendary customer care’ and achieve targets• Identify training requirements, and mentoring individuals according to their ‘Performance Contracts’ • Regularly review processes and procedures, and aligning these across the multiple support teams to deliver a consistent approach to service standards • Work with Project coordinators to ensure transition of Projects into BAU was managed. • Building better relationships across both head office locations with all support teams, and key stakeholders • Provide weekly and monthly performance reports for senior management review across the group • Working with the Problem management team to help identify and drive down repeat issues • Participate in twice daily CAB meetings to oversee the transition of projects and releases into BAU

As a Senior Analyst I provided technical support to Alliance Pharmacy Stores and Head office users. During the Merger with Boots, I also took on Team Leading responsibilities. Responsibilities: • Raise and resolve incidents for stores and HO users to strict team targets and SLA’s (ASA, Closures and 1st time Fix rates) • Produce daily and weekly KPI reports • Coach new starters with technical and customer service skills • Encourage development by arranging cross training of skills with other support teams across the group • Created ‘Out Of Hours’ process for Alliance Pharmacy’s key Service Teams • Manage all 3rd party support calls, ensuring these were logged correctly and managed to resolution within the agreed SLA’s • Work with Store acquisition and procurement process, ensuring phone lines and PC hardware were installed at newly acquired stores

During the storewide implementation of Prologic’s CIMS retail solution and IT restructuring, I became the store’s CIMS System Administrator. Later developed to operationally manage the day to day running of the IT Team. Responsibilities: • Operationally lead a team of 4 to provide IT Support to Flagship Store on Regent St, Satellite Stores (CIMS Epos) and Head Office users • Maintain a 90% or higher efficiency rating with call statistics within the team • Monitor SLA’s; manage KPI’s, increase 1st-time call closures and drove team target. • Standardise processes within the department through staff and customer feedback • Coach and mentor my team to maintain high levels of technical and customer service • Took ownership of incidents and acted as the main point of escalation for all major issues and problems