Services manager role, leading project management and professional services team within the building industry.

Summary of tasks and key responsibilities• Full accountability for the national professional services of the company including; P&L, PMO, Integrations team and service desk operations.• Accountable for the COGS budget health. Maintaining a sustainable budget relevant to the revenue trends and forecast approximately 380k per month• Part of board group for deciding on company direction, strategic change based on market feedback and trending company’s P/L financials.• Vendor and client management within the corporate and academic verticals, maintaining vendor compliance with technical staff training.• Managing, coaching and mentoring lead staff and senior engineers through continuous one on ones and performance reviews.Key Achievements• Company culture and performance turn around. Changed the way staff engaged and took accountability for roles, brought in a customer focus mentality with a strength in team focus. Through coaching and mentoring enabled the team leads to be more confident and capable within their roles.• Implemented scalable options both internally and externally to reduce fixed costs being underutilised. • Introduced a simplified process for smaller scale projects and service work to reduce overhead time and costs.• Improved the transition to service gateway to improve customer experience and ongoing internal knowledge.• Introduced a continuous improvement program.• In co-ordination with GM cloud services worked on removing technical debts from companies’ core infrastructure.• Staff engagement and commitment grew over the past 12 months and the team culture continues to grow.

FXA BPS is the C&BPO division of Fuji Xerox Australia, dealing mostly with financial industry clients. Providing high availability data centre operations to our clients, we have set high SLA goals which requires the team to be diligent, proactive and motivated in order meet the set targets.Summary of tasks and key responsibilities• Manage the support and service team (of 19) in Sydney and Melbourne. This is a hands off role that involves more focus on the people and processes on a very complicated technology stack. • Working with peers across the BPS line of business, I also took the lead in the improvement of our BPS operations from end to end. RACI modelling to improve the operational decision making and allow better strategy decisions to be made. This is an initiative I brought forward for continuous improvement and filling in a few gaps within our current operational model. • As the TL of support and services I’m intrinsically connected to the governing of our ITIL framework in our divisions’ day to day operations, as well as being the CAB manager. • Oversee the management of our DR program and take part in IT sections of the companies BCP.• The team is high performing, motivated and very much a role model team within the business.