John Bostock Email & Phone Number

Perth, Wa, Au

Australia

As the global lead for Service Management at Rio Tinto, I championed the customer experience, ensuring it remains at the forefront of our service strategy. I've been responsible for the service catalogue, request catalogue, and service portfolio, ensuring their alignment with our Service Management framework. Through these efforts, the Service Management Office (SMO) has significantly enhanced the quality, effectiveness, and efficiency of the services managed, driving excellence in service delivery across the board.𝗞𝗲𝘆 𝗔𝗰𝗵𝗶𝗲𝘃𝗲𝗺𝗲𝗻𝘁𝘀➤ 𝗜𝗻𝗶𝘁𝗶𝗮𝘁𝗲𝗱 𝗥𝗶𝗼 𝗧𝗶𝗻𝘁𝗼'𝘀 𝗦𝗲𝗿𝘃𝗶𝗰𝗲 𝗖𝗮𝘁𝗮𝗹𝗼𝗴𝘂𝗲. Advocated for and co-developed the RT Service catalogue with service owners, establishing a cornerstone for mature service management in IT.➤ 𝗖𝗲𝗻𝘁𝗿𝗮𝗹 𝘁𝗼 𝘁𝗵𝗲 𝗗𝗲𝗹𝗶𝘃𝗲𝗿𝘆 𝗼𝗳 𝘁𝗵𝗲 𝗡𝗲𝘄 𝗥𝗲𝗾𝘂𝗲𝘀𝘁 𝗖𝗮𝘁𝗮𝗹𝗼𝗴𝘂𝗲. Led a team in designing and launching an out-of-the-box service request catalogue, collaborating with service owners across elaborating, developing, testing & building requestable catalogue items.➤ 𝗩𝗲𝗻𝗱𝗼𝗿 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁. Orchestrated governance with pivotal delivery partners, aligning service delivery with overarching objectives. Actively engaged in operational meetings, shaping and driving KPIs, and ensuring seamless collaboration between Rio Tinto and its partners, resulting in operational efficiency and understanding.➤ 𝗖𝗵𝗮𝗺𝗽𝗶𝗼𝗻𝗲𝗱 𝘁𝗵𝗲 𝗔𝗱𝗼𝗽𝘁𝗶𝗼𝗻 𝗼𝗳 𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗮𝘁 𝗥𝗶𝗼. Identified and passionately advocated for TBM's potential, laying the groundwork for future efficiencies and value-driven initiatives within Rio Tinto.➤ 𝗘𝗻𝗵𝗮𝗻𝗰𝗲𝗱 𝗦𝗲𝗿𝘃𝗶𝗰𝗲𝗡𝗼𝘄 𝘄𝗶𝘁𝗵 𝗖𝗦𝗗𝗠 𝗔𝗹𝗶𝗴𝗻𝗺𝗲𝗻𝘁. Played a key role in the design and build of technical and business services, ensuring alignment with the Common Service Data Model (CSDM), optimising ServiceNow's capabilities.

Perth, Australia

In my role as the Service Delivery Superintendent within IS&T, I was responsible for the pivotal task of managing service performance in collaboration with Rio Tinto's key partners. My primary focus was on ensuring operational performance met the stipulated contractual requirements. This involved a hands-on approach in evaluating service deliverables, identifying areas of improvement, and driving best performance from our partners. Utilising the ServiceNow toolset, I ensured that Service Level Agreements (SLAs) were not only accurately represented but also leveraged to generate performance reports. This data, became instrumental during vendor and service owner operational and governance meetings, providing a clear view of service delivery and areas for enhancement.𝗞𝗲𝘆 𝗔𝗰𝗵𝗶𝗲𝘃𝗲𝗺𝗲𝗻𝘁𝘀➤ 𝗥𝗶𝘀𝗸 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁. I led the risk coordination efforts for Asia Pacific, working closely with senior leaders to spot, assess, and tackle IT risks. While I'm all for using the latest tech, I made sure our systems and data were always safe and sound.➤ 𝗦𝗲𝗿𝘃𝗶𝗰𝗲 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁. Established a framework for, documenting, monitoring, measuring, and reviewing services, culminating in the successful implementation of SLA's that enhanced service delivery & customer satisfaction.➤ 𝗖𝗼𝘀𝘁 𝗘𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆. Realised $1.5 million in savings by implementing a Hybrid Support model, optimising support and maintenance costs.➤ 𝗨𝗻𝗶𝗳𝗶𝗲𝗱 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻. Positioned as the sole point of contact for both customers and Rio Tinto management, streamlining communication and ensuring clarity on service levels and future customer requirements.➤ 𝗦𝘂𝗽𝗽𝗹𝗶𝗲𝗿 𝗔𝗹𝗶𝗴𝗻𝗺𝗲𝗻𝘁. Conducted thorough reviews of all agreements with suppliers and third parties, ensuring their alignment with set SLA targets and optimising service delivery across all touch-points.

Perth, Australia

In my role as a Specialist for Service Level Management at Rio Tinto, I was tasked with several pivotal responsibilities. Collaborating closely with two of our major partners was a primary focus, ensuring they consistently met their contractual obligations in terms of service performance and actively working to optimise costs. I undertook a deep dive into some escalating costs, analyzing and identifying areas for savings.Beyond these tasks, I also played an instrumental role in the network critical incident management team, not only managing major incidents but also crafting the framework to enhance both incident and problem management processes. This initiative aimed to streamline responses and improve overall service resilience. Furthermore, I was dedicated to developing, refining, and maintaining Service Level Agreements (SLAs) to ensure compliance across our service portfolio, as well as fostering and sustaining robust relationships with the broader Rio Tinto Business.𝗞𝗲𝘆 𝗔𝗰𝗵𝗶𝗲𝘃𝗲𝗺𝗲𝗻𝘁𝘀➤ 𝗦𝘁𝗿𝗲𝗻𝗴𝘁𝗵𝗲𝗻𝗲𝗱 𝗣𝗮𝗿𝘁𝗻𝗲𝗿 𝗥𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀. Fostered and enhanced relationships with Rio Tinto's partners, promoting a unified 'one team' approach with operational teams, leading to improved collaboration and service delivery.➤ 𝗣𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 & 𝗣𝗿𝗼𝗰𝗲𝗱𝘂𝗿𝗲𝘀 Created standard processes and procedures for global ITIL practices to guide service delivery teams.➤ 𝗖𝗼𝘀𝘁 𝗢𝗽𝘁𝗶𝗺𝗶𝘀𝗮𝘁𝗶𝗼𝗻. Conducted a thorough analysis of underutilised network links, leading to the decommissioning of redundant links and achieving significant cost savings.➤ 𝗜𝗻𝗰𝗶𝗱𝗲𝗻𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗘𝗻𝗵𝗮𝗻𝗰𝗲𝗺𝗲𝗻𝘁. Collaborated with partners to identify challenges and gaps in the incident management process. Successfully streamlined the process by working closely with Rio's network teams, resulting in more efficient incident resolution and improved service continuity.

Asia Pacific Headquarters Perth

IT MANAGER ASIA PACIFICAustralia | China | Japan | Mongolia |As the IT Manager for the Asia Pacific region at Cliffs Natural Resources, I led the execution of the company's APAC IT strategy, optimising performance and maximising technology investments. My responsibilities spanned from strategic tech investments and BAU operations to IT risk management.I also managed our IT budget, aligning costs with our key objectives. I introduced and measured essential IT service metrics, leveraging data to identify service improvement opportunities. Collaboratively working with team leads, I cultivated a goal-driven culture, ensuring clear and impactful objectives for the entire team.𝗞𝗲𝘆 𝗔𝗰𝗵𝗶𝗲𝘃𝗲𝗺𝗲𝗻𝘁𝘀➤ 𝗦𝗲𝗿𝘃𝗶𝗰𝗲 𝗗𝗲𝗹𝗶𝘃𝗲𝗿𝘆 𝗘𝗻𝗵𝗮𝗻𝗰𝗲𝗺𝗲𝗻𝘁. Boosted IT end-user efficiency and effectiveness through an improved service delivery program, ensuring alignment with customer needs and expectations.➤ 𝗧𝗲𝗮𝗺 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 & 𝗘𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁. Established a clear and engaging IT Team structure, defining roles and responsibilities that fostered increased employee engagement and a sense of purpose.➤ 𝗖𝗼𝘀𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁. Successfully managed and optimised the IT budget, ensuring expenditures were in line with objectives and were delivering maximum value.➤ 𝗗𝗮𝘁𝗮-𝗗𝗿𝗶𝘃𝗲𝗻 𝗜𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁𝘀. Utilised performance metrics to drive continuous improvement in IT services, ensuring alignment with business needs and objectives.➤ 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝘃𝗲 𝗚𝗼𝗮𝗹 𝗦𝗲𝘁𝘁𝗶𝗻𝗴. Worked closely with team leads to cascade clear, challenging, and engaging goals throughout the IT team, promoting a unified direction and purpose.

Zambia

IT MANAGER/ IT OPERATIONS & INFRASTRUCTURE / SERVICE DELIVERYAustralia | Canada | Finland | Mauritania | Peru | South Africa | Zambia | CongoAt First Quantum, I was immersed in a truly distinctive company culture. Driven by a top-down emphasis on boldness, enterprise, and transparency, the atmosphere was invigorating. The flat management structure empowered swift decision-making and effective delivery.During my tenure, I held various roles including IT Systems Coordinator, Network Manager, Operations & Infrastructure Manager, and IT Manager. The breadth of experience I gained was unparalleled. I spearheaded greenfield technology initiatives in the remote regions of Zambia and Congo, and also led infrastructure reconstruction projects in Western Australia.𝗞𝗲𝘆 𝗔𝗰𝗵𝗶𝗲𝘃𝗲𝗺𝗲𝗻𝘁𝘀➤ 𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗜𝗻𝗳𝗿𝗮𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲 𝗢𝘃𝗲𝗿𝗵𝗮𝘂𝗹. Spearheaded the end-to-end delivery of critical IT infrastructure projects, encompassing areas such as storage, LAN/WAN/wireless networking, cloud virtualization transition, VoIP, and security.➤ 𝗦𝗵𝗮𝗿𝗲𝗱 𝗦𝗲𝗿𝘃𝗶𝗰𝗲 𝗖𝗲𝗻𝘁𝗿𝗲 𝗖𝗿𝗲𝗮𝘁𝗶𝗼𝗻. Played a pivotal role in the establishment of an IT shared service centre in London, achieving cost savings, expediting application deployment, and centralising IT expertise for global access.➤ 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻. Led programs and projects that introduced significant business changes, including the rollout of major new systems, infrastructure, and communication projects across multiple international sites.➤ 𝗥𝗮𝘃𝗲𝗻𝘀𝘁𝗵𝗼𝗿𝗽𝗲 𝗡𝗶𝗰𝗸𝗲𝗹 𝗠𝗶𝗻𝗲 𝗦𝗶𝘁𝗲 𝗥𝗲𝘃𝗮𝗺𝗽. Served as the independent program manager for the technology rebuild of the Ravensthorpe Nickel mine site post its 2009 acquisition from BHP.