Clive Evans Email & Phone Number

Greyabbey, Northern Ireland, Gb

Helping people deliver key services by enabling the use of technology in a user friendly fashion!

Self Employed - helping organisations achieve their goals or landing key strategic initiatives by providing project / program management time and skills!

Provide strategic leadership for the corporate affairs of all Cancer Focus Northern Ireland activities, ensuring the highest levels of professional practice and performance. This portfolio includes the management of Finance, IT, Personnel, Facilities and general management duties.As a member of the Senior Management Team, to contribute to the overall strategic management and direction of Cancer Focus NI.

Providing Project Management skills to own and drive key deliverables to ensure enhanced, flexible and secure work practices where delivered.

Northern Ireland

Providing vision, direction and leadership in the formulation and achievement of the Charity’s strategies whilst working within their philosophy. Responsible for the welfare and development of all those whom the organisation provides a service for and ensuring that they are assisted in reaching their full potential.Ensuring the charity is provided with the business planning, financial security and effective human resources management to maintain and further develop its services and its reputation for excellent service delivery.Maintaining, enhancing and expanding liaison with outside stakeholders and government funding bodies and joint partnerships to reach the organisations overall objectives.

Belfast, United Kingdom

Responsible for driving World Wide License Compliance Programs through teams based around the world – Designing and rolling out programs that deliver desired compliance coverage and revenue for Microsoft as a whole. I was also responsible for World Wide Policy and Processes to support new and existing compliance programs for Microsoft. Achieving standardisation WW as appropriate was a key goal to ensure cost effectiveness as well as a consistent customer experience. Key stakeholder engagement and excellent collaboration was also a key area of focus to ensure best results are achieved through the team.

Responsible for driving the License Compliance Audit function within the Western European market – building and managing a pipe line of end-customer audits, working with key stakeholders internally. Project Manage the audits from planning to settlement phase ensuring flawless execution, achieving the correct return of investment whilst maintaining good customer relations.

County Dublin, Ireland

This involved devising the Microsoft Ireland Corporate strategic plan (bearing in mind Global programmes / initiatives and the needs of the local market) and executing against same within budget. Achieving participation and involvement from the 1200 Microsoft Ireland employees was a key focus. Exposing the charity community as to how they could leverage technology to further empower them to realise their goals was a key objective. Key achievement was winning the Business in the Community Award “Best Company for Community Activity” for Microsoft Ireland as well as becoming the first company in Ireland to achieve the BITC Business Working Responsibility Mark.

County Dublin, Ireland

I was the Global Program Operations Manager for the MS Dynamics NAV business. This involved partnering with the Business Groups and Sales Divisions at a worldwide level to ensure there was a single point of contact within Operations that they could work with strategically and who would be responsible for implementing effective and efficient operational processes to support their business. A key focus was to provide strategic direction for my team as well as designing and implementing a new organisational structure that would allow the business to scale for the future. Managing and developing people was a key aspect of this role.

Ireland

Upon request, I took an opportunity to lead and manage the Recruitment & Staffing department where assistance was required in effectively managing the operations within HR. Over a short period my responsibilities expanded to include leading and managing the Occupational Health, Compensation & Benefits, Payroll and HR Operations functions within the HR division for Microsoft Ireland.

County Dublin, Ireland

Throughout this period I held various roles. Initially I spent 18 months in a Vendor Mgt role for the Middle East & Africa region – this involved extensive travel, managing closure of certain entities in region and centralising activities in MS Ireland. Many stakeholders had to be managed and service levels maintained or improved as well as achieving cost savings.I then managed the TechNet program from an operational perspective and soon became a Senior Business Unit Mgr managing a team of Program Managers within the EMEA Operations Centre. Again this role involved managing more experienced people as well meeting business expectations from VP level individuals within the organisation. A key focus area was for process improvement resulting in cost savings, identifying areas for revenue growth as well as maintaining high levels of customer satisfaction.

Greater Seattle Area

Due to the success of improving manufacturing techniques in Microsoft Ireland I was asked to go to the manufacturing facility at Microsoft HQ in Seattle as a Process Engineer. My responsibility was to work alongside teams to bring about similar gains which we achieved in Ireland. I was responsible for introducing World Class Manufacturing which resulted in significant process reengineering and the obvious significant savings that came along as a result.

County Dublin, Ireland

I started off as a Manufacturing Operator and held various roles throughout this 10 year period including Manufacturing Supervisor, Unit Manager of Manufacturing and Manager of Warehousing.Throughout these years much time was spent on developing my people management skills as well as ensuring business objectives were meet through these teams. Much focus was given to improving processes to the point where we were showcased as a manufacturing site that had many best practices that could be leveraged by others.