David Holtby Email & Phone Number

Salisbury, England, United Kingdom

Fulfilment of all sales orders for connectivity, hosted telephony and hosted desktop. Since we started in mid 2016, we have now implemented nearly 1200 extensions of Giacom's HV.Select hosted telephone system at 125 customer sites and also provide licences for and support over 1000 Microsoft 365 subscribers.

London, United Kingdom

Independent Consultancy Assignments include:• PCI compliance• Resilient network design• Project management: - Network infrastructure (firewalls, routers, switches etc.) - Structured wiring• Design and build projects: - Wireless networks for data and voice - Fully outsourced and hosted telephone systems - Fully outsourced and hosted IT infrastructure• Preparation of invitations to tender (ITT) and support during evaluation of responses to ITTs• IT security reviews and assessments• Pre-sales support, particularly in the field of VoIP and hosted systems • Training Customers include:• Jason Atherton Restaurants - IT consultancy and project management (retained)• Portfolio of 135 small/medium customers in broad base of vertical sectors including:o GP practiceso Law Firms (Owen Kenny Solicitors)o Insurance loss adjustors (DWA Claims)o Care sector providers (Right at Home and Home Instead)• C P Hart (Retail) WAN design and implementation (21 nodes)• Maintel (Telecoms) Pre-sales technical support (retained)• Gamma Telecom Pre-sales technical support (retained)• The London Clinic (Large private hospital) Network design (WAN) to enable connection to NHS’s private wide area network.

Design, implementation and support of:-Networks (Ethernet, WiFi, fibre-optic)-IT Desktop support-Hosted Telephone systems

Uk-London And South

• Network design• Project management: - Network infrastructure (firewalls, routers, switches etc.) - Structured wiring• Design and build projects: - Wireless networks for data and voice - Fully outsourced and hosted telephone systems - Fully outsourced and hosted IT infrastructure• Preparation of invitations to tender (ITT) and support during evaluation of responses to ITTs• IT security reviews and assessments• Pre-sales support, particularly in the field of VoIP and hosted systems • Conversion training for PBX engineers (from TDM to VoIP)• End-user Training • Chanel partner trainingAchievements:• Quantified improvement in bid success rate (from <20% to > 50%) as a result in my involvement• Product launch Hosted telephone systems

London, United Kingdom

In October 2002 I started a company whose objective was to provide fully outsourced IT and telecommunications for small businesses (typically 30 to 200 desks). The business grew rapidly and in December 2003 we merged it with A.S.A.S plc, an ailing IT support company. Since then further acquisitions included a PBX maintenance company which enabled us to provide converged data, voice and mobile solutions for small businesses. The turnover when I left was £3.8 million.Until A.S.A.S introduced it for small businesses, IT outsourcing had only been available from very large systems integrators like EDS and IBM whose clients are typically 2,000 desks plus.As well as being a founder, my operational role was Head of Outsourced Services. Achievements include:- Sales: Winning, implementing and running major IT/Telecoms outsourcing contracts in diverse market sectors including TV & Media, Security Consultancy Services and NGOs- Bid Support: Advising, proposing and implementing data security solutions.- Massively exceeding my sales target for gross profit during 2005 - Providing technical consultancy to a large private health-care provider to implement a large patient administration database with interfaces to the NHS’s National Patient Record Service

Provider of voice and data communications systems in the USA, Canada and EMEAService Operations Manager of the Outsourced Services Division. Manager of a team of 50 telecoms engineers distributed about the UK at clients' sites. Implementation of operating procedures and quality processes.Management of revenue stream in excess of £30 Million from 3 key clients and a number of smaller ones. Control of the primary client interface for service delivery to present the client with coherent service. Assure delivery of service to the client's satisfaction in order to grow revenue and margin from contracted services. Achievements: As Service Operations Manager I “owned” the accounts and achieved a number of pro-active cost-effective improvements in the Service Level Agreements. Also to identified and exploited “up-sell” opportunities within the accounts to value of £8 million (GP) per annum.Full line responsibility for the service delivery teams resident at client sites including staffing allocation, resource levels recruiting and personal development. The teams are organised in 7 teams each with a Service Delivery Manager who reports directly to me.Contract negotiation and implementation of service level agreements.

Operator of the Channel Tunnel and the drive-on drive-off shuttle servicesDuring the transition from the largest construction project in Europe through to the setting up and operating the services on a day to day basis, reported to the Technical Services Director on various assignments related to the improvement of the operation and reliability of the service offering to our customers. Assignments included both project and line management responsibility.• Programme Director: Directing the £333 million programme to increase the freight shuttle business 3 fold. Prepared the business case and successfully obtained approval from the main board and from the company’s creditors (the banks holding Eurotunnel’s debt). Directed the portfolio of some 50 major capital works projects that made up the programme.• Logistics Manager: Designing, setting up and then leading the spare parts logistics and distribution organisation and processes to improve the demand management for materials to meet the internal customers’ needs. This took spare parts off the agenda by completely eliminating tunnel and train unscheduled “down” time directly attributable to materials (from estimated 120 minutes per week) and increased the turnover of maintenance critical spares from 9 months to 12 weeks.• Project Manager: I was engaged by Sir Alastair Morton, then Chairman at Eurotunnel, to manage the commissioning of the Passenger Shuttle fleet and its operation. By process redesign and sharpening up operating discipline, improved cycle time performance by 30%, reduced late departures from 25% to 5% and cancelled departures from over 20% to less than 10%. The net effect was to double the ticket earning capacity of the transport system during peak hours.

Achievements include leading a unique team that was tasked with drawing up detailed plans for the reorganisation and re-positioning of the UK army for the new peace initiative following the end of the Cold War.