• Conducted a review of the technical requirements of a tender request for development and roll out of an IT based pathology software• Produced a response scoring document for use in tender and service provider discussions for the above pathology software requirements project• Produced data analysis and a dashboard of regular reports for use by HSCIC Directors based on the progress of projects and IT software module deployments within the NHS across the North, Midlands and East of England

• Day to Day management of IT requirements for NHS East Midlands, its 3 sites and over 350 staff. • Managing the relationship with our IT service providers, including contract and SLA management.• Incident & Problem management resolution in conjunction with service providers• Managing workloads of onsite technicians• Asset procurement and management, budgetary control of £250k annual IT budget• Implemented the rollout of new NHS Mail email system for NHS East Midlands, including all training of staff on the new system, staff communication, relationship management with NHS Mail project team and Cable & Wireless technical team• Management of NHS East Midlands HQ closure in respects to IT, including transfer of all legacy and personal staff data to new organisations, asset recovery and decommissioning of IT infrastructure as well as all contractual terminations

• Checking of all project documentation for accuracy and information content submitted to the SHA from NHS organisations for projects part of the National Program for IT• Monitoring of Live IT software updates and change control across the Midlands and East of England region, working with service providers and local health teams to ensure changes and updates are made with minimal disruption to essential services• Assisted in the development, writing and implementation of a new PMO Team manual, production of process maps and documentation as well as a training manual for new starters

• Production of a process map library for Sales team and Help desk• Produced a documentation database for use by IT Technicians within the 1st to 3rd level help desk support framework• Updated the Sales team product catalogue to include updated services and products available to their client base.

• Production of analysis showing call flow mix and call mitigation data for Sales department• Increased the average monthly Sales call centre staffing schedule alignment from 73% to 81% through effective shift management and coordination of a structured shift bid process with sales associates• Development and implementation of automated headcount spread sheets and a resource planning scorecard• Development of training plans used to ensure all call centre associates completed required training modules in preparation for new credit card platform role out, whilst ensuring customer facing call centres remained able to meet call demands over the 5 week update period• Automation of all our senior analyst team’s reporting within SQL and SAS database systems

• Production of data reports to include call centre metrics and KPI’s, average handle times, call volumes, collection conversion rates and pounds collected• Development of new reports and metrics for operations managers, department heads• Developed and managed a collections metrics suite, this was used to capture relevant metrics and KPI’s at the request of the Collections senior management team.

Part of a team of 5 associates, 1 front line manager and 1 senior manager with a remit to review the full range of Collections processes and utilising Lean methodology and Six-Sigma teachings develop a series of process improvements to be adopted by the Collections department.• A month’s intensive classroom training from an external consultant based around the principles of Lean methodology and Six-Sigma• 3 months reviewing all processes in relation to the Collections department• Presenting findings and recommendations to a full spectrum of associates across the business including the head of European operations, senior directors, department heads and front line managers and associates• The establishment of a testing team to implement our recommendations

In the collections team taking inbound calls from customers having difficulties making their payments and through use of a dialler contacting customers in arrears with their payments and through negotiation to establish repayment plans where necessary.

Managing a team of 8 full-time staff, 24 part-time staff and up to 50 temporary banqueting staff across two restaurants and a large catering department. • Budgeting of weekly wages for the catering department• Liquor stock management, ordering and accounting for deliveries and sales• Maintaining training and coaching plans for each member of the catering team• Day to day management of 14 conference rooms with a capacity of up to 600 delegates• Meeting clients and discussing their conferencing requirements• Production of rota’s to meet client demands and conference bookings