Chris Bullock Email & Phone Number

Reigate, Surrey

Providing IT Transformation, Transition, Service Management, Delivery and Operations Management consultancy services to organisations in the UK and globally, including John Lewis Partnership, Bank of England and Clarion Events.

London, England, United Kingdom

Reported To: CIO• Engaged by the CIO (who I’d worked with previously) to produce a Service Strategy and Transformation Roadmap for an organisation that had no Service Management capability.• Designed and established a Service Management organisation to cover Clarion’s global organisation, recruiting a Head of Service Delivery, regional Service Delivery Managers and a Service Assurance Manager.• Established a global EUC and Infrastructure support model leveraging the incumbent UK-based supplier and augmenting with USA and Singapore based regional suppliers and several satellite partners to deliver a cost-effective and consistent service capability using SIAM principles.• Led the service workstreams for integrating 4 separately acquired business in the USA, Singapore, Indonesia and Germany. Managed onsite business change readiness, service transition, and established local support capabilities to integrate with a global IT support model. • Defined and implemented core ITSM processes (Incident, Problem and Change Mgt) via process working groups.• Established a set of ITSM toolset requirements and undertook a capability and TCO comparison to inform the decision to consolidate, integrate or replace mutually exclusive systems across different functions (ServiceNow and Jira).• Supported the definition and adoption of a change demand, agile and waterfall delivery model.• Introduced a service design and transition process, with integrated agile and waterfall delivery model governance.• Produced a service classification assessment model to define and tier services, and drove a culture shift to think in terms of services (as opposed to systems or applications).• Identified the top 5 critical services, obtained sponsorship and devised an approach to producing service recovery plans.

London, United Kingdom

Reported To: Head of Service Operations & RTGS Technical Director• 8yr Business and Technology Programme to replace the UK’s Real Time Gross Settlement system.• The RTGS system is classified critical national infrastructure and processes inter-Bank payments within the UK, currently settling £750 Billion per day.• Managing a team consisting of a Service Architect, 2x Service Design and Introduction Leads, Change Manager, ITSM Toolset Consultant and ITSM Process Consultant.• Service Architecture – developing the technology target operating model, including maturity assessments, FTE and cost modelling.• Service and Operational Lead for extensive 18-month public procurement (OJEU) process to appoint Technical Delivery Partner (TDP) and Systems Integrator (SI) - awarded to Accenture (~£150M contract value), including forming evaluation questions and criteria, bidder dialogue, bid evaluations, and writing large sections of the contract (SLAs, Scope, Knowledge Transfer, Service Continuity, etc.)• Designed a core RTGS team of 30+ (App, Infra and DevOps capabilities, plus Service and Mgt roles), with various transition states from Accenture > Accenture with Bank hybrid > Bank with Accenture hybrid > Bank. This included functional RACI and SFIA aligned role profiles.• Ensuring ‘Service by Design’ throughout all technical designs, and an authority on all technical, business and service design governance boards.• Service Design and Introduction for 50+ foundation Infrastructure and Security services.• Assuring Accenture's delivery for service and operational outcomes.• Strategic decision making, managing service risk and Technology and Business stakeholder management.

London, United Kingdom

Reported To: Head of Service Management• Target operating model and organisational design of a new Service Management function for the Partnership, rationalising 4 separate Service Management functions across Waitrose, John Lewis, Group and Infrastructure Services; consolidating 45 resources to 38 (exc. Service Desks), introducing new roles and formalising others in line with SFIA.• Managed Systems Integrator (TCS) to replace a heavily customised ServiceNow instance (500+ operator licences) with a streamlined and modernised instance with full CMDB capability, along with a new suite of Service Management processes part of a £1.7M project.• Accountable for transition to new tool and processes, including stakeholder management, training, business change and new capability centre.• Established a ServiceNow Partner to own Product Management, and deliver business and systems analysis, architecture, enhancements and operational support.

London, United Kingdom

Reported To: Programme Director• Managed an underpinning technology portfolio of 7 IT infrastructure centric projects, with a collective budget of £8.5M.• Senior user for a shared services infrastructure programme, overseeing a £1.8M investment.• Portfolio-level governance, budgeting, financial forecasting and stakeholder management (Directors, Heads Of, and mid-management).• Established a core team of 4 Project Managers and 3 Delivery Leads.• Delivered and achieved sign-off for mandates, business cases and financial approval for 4 projects, overseeing shape, design and build.• Projects covered the likes of Data Centre expansion, virtual capacity expansion, production and non-production environment separation, Mainframe migration, Solar Winds implementation, and a series of major estate upgrades including WebSphere App Server (WAS - affecting 80 applications), Windows Server, SQL Server, Oracle Database, IBM MQ, PoS systems, head office Switch and in-store Router hardware replacements.• Removing critical path blockers with suppliers or internal teams that have been escalated.• Establish synergies with other Portfolio Managers to maximise productivity and efficiency.

London, United Kingdom

Reported To: Head of Operations• Remove blockers and ensure completion of peak readiness project for johnlewis.com.• Risk manager for all peak related risks, required to mitigate as many as possible.• Established a core support team to facilitate peak planning and execution.• Represented IT on a pan-business operationally aligned peak working group.• Established a command centre for critical events (Black Friday, Clearance Sale), including roles and responsibilities, detailed support rotas, checkpoint calls and 4x daily management information packs.• Major incidents were down 65% on the previous year.• Performance and stability of key services outstripped all previous years.• Service impact and mean time to resolution significantly reduced on previous years.• Record-breaking peak for John Lewis - Black Friday 2015 was John Lewis's biggest ever single day's trade at +12% on previous year.

London, United Kingdom

Reported To: Head of Infrastructure• Responsible for transitioning and receiving Infrastructure Operations from Partnership Services IT to John Lewis IT.• Responsible for transitioning and receiving Infrastructure Operations from Partnership Services to John Lewis IT.• Established organisational design and change management, service definitions and operating model; augmenting the teams with several external hires to establish teams of 15 (Infra Delivery) and 38 (Infra Operations).• Transformed Infra Operations from immeasurable, low productivity function to a predictable and consistent service.• Managed the Infra Operations function whilst appointing and transitioning to a Management team to take the service forward.

London, England, United Kingdom

Reported To: Head of Service Management• Responsible for John Lewis IT Incident Management and Service Desk.• Primary support for a major vendor call centre transition.• IT Service introduction and formalisation of the Click and Collect service into Waitrose.• Support peak planning and execution, including placement of various resources at key sites facing into the business.• Overseeing major incident management and problem management practices upheld to the highest standards.

London, United Kingdom

Provided IT Transition, Transformation, Service Management, Delivery and Operations Management consultancy services to organisations in the UK and globally, including KPMG, Xchanging, Deutsche Bank and John Lewis.

London, United Kingdom

Reported To: Applications Director & Programme Director• Responsible for multiple streams (Service Design, Service Transition and Operational Management) of a 3 year programme (5 programme increments) for a joint-venture netting and settlement solution.• Definition and implementation of complex tactical and strategic operating models across Xchanging (internal onsite and captive offshore support teams), Deutsche Bank (support teams across 4 countries), and mutual 3rd party service providers.• Service Transition from pilot support model to full operational support model; producing the transition approach, plan, acceptance criteria and scorecards, and executing, managing and reporting upon the successful transition.• Formalised and implemented OLAs and SLAs for internal and external support groups, and devised a customer SLA based on requirement and capability.• Define non-functional requirements, service acceptance criteria, and warranty and exit criteria.• Design, document and implement a Service Continuity plan.

London, United Kingdom

Reported To: European Head of Service and Supplier Management• Customer-focused Service Delivery, with operational responsibility for and account management of the principal Managed Service provider (HP).• Management of 160 dedicated offshore resources, encompassing Infrastructure Support, Application Support, EUC support, Service Desk (handling 5000 calls per week), Service Management, and ITSM SaaS.• Relationship Management for key European IT and business stakeholders.• Key authority in Service Design and Introduction process, liaising with Programme teams to ensure smooth transition of new service into operational support, responsible for defining and approving service design and support models.• Commercial and contract management including contract amendments and associated costs.• Regularly managed major incidents and co-ordinated offshore service providers, internal EU and Global teams to deliver successful resolution, root cause analysis, and communication to senior management.• Successfully managed the supplier through several strategic service improvement initiatives.• Key stakeholder of a major EU Programme team responsible for the migration of Infrastructure to alternative EU locations and transitioning internal and supplier services to a new managed service, assisting service definition and transition, and formalising the target operating model.• Project managed a number of Infrastructure upgrades, including BES, VMWare, IronPort and Mobile Iron.

12 Countries In 3 Continents

Traveled through Peru, Bolivia, Chile, Argentina, Uruguay, Brazil, Australia, New Zealand, Fiji, Namibia, Zambia and South Africa.

Dartford, United Kingdom

Reported To: Head of IT Shared Services.• Managed all Managed Service and 3rd party suppliers including performance and service reviews, continual improvement, service transition, and incident management.• Successfully project managed and transitioned the outsourcing of the SAP Support service to Capgemini; leading the RFP and vendor selection process, contract and procurement process, and managing the transition into service.• Produced a managed service support contract for the infrastructure support service (Zensar).• Introduced and executed Change and Configuration Management processes alongside transitioning to a new IT Service Management tool.

London, United Kingdom

Reported To: Account Director (Computacenter) and Head of Operations (M&S)• Accountable for Infrastructure delivery, maintenance and support.• Headcount of 40 reports, covering Server and Platform (including Active Directory, DNS, etc.), SQL Server, Web Services, and Email Services - E2E ownership of all environments.• Driving service operations, contributing to the extension of the scope of the contract including renewal and subsequent contract management.• Ensuring service obligations were met, providing management information to internal senior management and service reporting to the customer.• Commercial management, including P&L of the respective teams, and managing a £4M budget.• Appointed and developed a management team of direct reports.• Implemented a number of service improvement initiatives.• Managed major incidents and co-ordinated remote internal service providers to deliver successful resolution and RCA.• Project managed the successful implementation of a major service re-alignment for the Release Management function, which included creation and redefinition of roles, policies, processes, SLA’s, performance metrics and reports.

London, United Kingdom

Reported To: Account Director (Computacenter) and Head of Operations (M&S)• Responsible for transforming and managing the SQL Services and Web Services functions (delivery and support) following transition from M&S to Computacenter from a low performing area to a consistent and predictable service - SLAs improved from 65% to 99% within 6 months.• Following a further year of stability, transitioned the services to operate from Computacenter’s Remote Technical Support site in Hatfield and integrated with an existing service in Cape Town.• Responsible for managing a £0.75M budget.• Automated a number of resource intensive activities.• Successfully introduced and formalised a number of new service offering.• Provided significant assistance in the successful renewal of the core Managed Services contract.

Thurrock, Uk

Reported To: IT Service Manager• Application delivery and support with a team of 3 Analysts.• Governed the implementation and delivery of ongoing support of several critical applications.• Ensured SLA performance was always delivered above the contractual delivery target of 95%.• Introduced a Change Management process and integrated ITSM tool set.• Responsible for trials of new technologies, e.g. 3G data cards, wireless PDAs, network monitoring software, etc.• Responsible for running of Helpdesk (1st, 2nd & 3rd line) in absence of the Helpdesk Manager.

4 Countries In Se Asia

Traveled through Thailand, Malaysia, Cambodia and Hong Kong.

Brighton & London, United Kingdom

Accountability:• 2nd line application support.

Bachelor Of Technology (Btech), Software Engineering

Secondary School, 3X A-Level, 1X As-Level, 1X Gnvq, 10X Gcse