• Chair of Operational Technology Change Advisory Board (CAB)• Part of a strong Service management Team • Oversee operational delivery of service partners and third party suppliers to ensure successful management of daily operations.• Review and improve service management delivery through the effective performance of partners and suppliers.• Contribute to major incidents and service delivery within the portfolio.• Develop and implement processes and procedures to meet end user requirements within governance frameworks.• Identify, assess and control supplier risks and ensure alignment with risk management frameworks• Collaborate with key stakeholders to contribute towards the technology strategy and roadmaps of the organisation.• Involvement in RFQ and selection panels for procuring new services, Moblity, Telephony and Audio Visual.• Several long stint back-fill for Manager

- Extended Contract supporting a Global Security Project- Feature lead for IT Service Management transformation- Local Lead for Global ServiceNow Implementation- Business Analysis for gap analysis for ITSM processes and integration- Governance for local Secure Asset to US government order

- Major new business initiative project finalisation- Continual Improvement initiatives- Vendor manager of WMS providers- Co-ordination of Vendors and internal Microsoft Azure cloud and Middleware Logic apps- Staff management- Global customers- Tight timeframes, tight budget and quality requirements- Business executive reporting- ServiceNow, MS Project, MS VIsio, MS SharePoint- ITIL, Prince2

▪ Offering to Not for profit Board and CEO level IT review▪ Project evaluation review against Prince2 from idea and Business Case through to End Project▪ ITSM Business Analyst determining business processes against service delivery.▪ Proposal review and report for communications and software contracts.▪ Counselling and reconciliation for IT and business and/or vendor relationship building▪ Current state, future state and due diligence reporting.

- 6 month contracted role- Primarily responsible for ITIL process management for Problem Management- Shared responsibility for Major Incident management during significant outages- Business (Client group) liaison for Major Problem review and root cause determination- Shared chairperson for daily operations review meetings- Represented changes during change advisory board for Known error elimination- Service Delivery management support for project, ITIL processes and continual improvement

- Originally hired as IT Consulting Manager and applied for and won a permanent position as General Manager IT- Non-Government Agency; revenue $65mpa , 750 staff, 42 sites, IT budget $1.2mpa - Implemented ITSM structured tool to support ITIL processes, previously just an Incident logging tool.- Balanced the needs of suppliers, clients and internal stakeholders to deliver high quality cost effective solutions and services, in a regulated government funded environment- Business process mapping for process documentation of IT practices as a requirement of ITIL for new and existing processes.- Coordination and execution of activities and operational procedures required to deliver internal and outsourced IT Services, including the execution of predefined standard operating procedures and subsequent monitoring activities.- Timely and effective resolution of user incident requests. Restoration of normal services, record and fulfil user requests, investigation, diagnosis and escalation if required. Develop Service Improvement Plans and operation IT road-map.- Establish and maintain a plan to enable the business and IT to respond to incidents and disruptions in order to continue operations of critical business processes.- Fiscal management – planned, organised and managed, including financial reporting, budgeting (OPEX & CAPEX), contracts, forecasts, purchasing, business case and ROI review. Pivotal in the design, development and introduction of a customer centred infrastructure, including financial management and call centre software.- Turned negative VOICE survey results to positive reviews.- Managed relationships with business users and IT staff - Reporting Directly to the MD of Break Thru- Problem Solving

- Point of Customer/Sales escalation for all delivery issues Network, Server and associated Information Systems.- Ensuring that all documentation including contract variance are up to dateIssues management at regular meetings- Customer advocate and provides leadership to Alphawest or 3rd party delivery groups in delivery to that customer- Manage vendor performance for the customer delivery- Proactive management of SLA’s- Manage SLA performance issues- Ensure Monthly Customer meetings are conducted and minuted- Maintain Governance documents- Oversee the day-to-day operation of the delivery team and manage the implementation of solutions in accordance with contracted terms- Proactive identification of risks to the service provided and work with the customer and delivery teams to mitigate those risks- Pro-actively manage any out of scope variations to service- Provide effective input and oversee the management of ITIL based processes utilised by the service delivery teams.

Change and Configuration Management for Federal Government CustomersChange Management Process Ownership and development for customers with unique needs away from standard internal processes.Secure environment requiring adherence to DSD guidelinesRepresented Change Management process to DSD Audit for T4 rating annually.Involvement in Continual Improvement for ITIL processes Change, Configuration and Release Management.Chair weekly Change Advisory Board Internally and represent Optus at Customer Change Advisory Board weekly.Federal Government Security clearance to HIGHLY PROTECTED level.

- Directly responsible for Incident Management, Change Management and Service Delivery Management- Undertook position to roll out ITIL Service Improvement ProgramChampioning core ITIL processes (Incident, Problem, Change, Configuration) - Responsibility to manage multidisciplinary teams; Network Support, Service Desk, Systems Support and Project Management- Integration of Support Centre following company acquisition- 15 direct reports

- ITIL Process Ownership- Integration of new customers post company acquisition by Fujitsu- Help new company adopt Fujitsu ITIL process - Transition new customer not previously outsourced to new environment including staff retention and organisational change management, for Fujitsu Japan- Introduce ITIL methodologies to a hesitant client

- Incident Management- Problem Management- Supervisor of Tier 1,2 and 3 Service Desks for 3 separate contracts- Escalation point for customer complaints and technical issues- Lead client meetings and active team member of new projects- Rostering and management of 25+ Staff- Co-ordinate change of business to AOL/CompuServe USA)- Project Manage new billing system for CompuServe to support new business structure- ITIL Incident and Problem Management