Overall management of the Group Incident, Major Incident and Problem Management functions. Comprised of Multi location teams responsible for delivering value of large group business solutions by supporting customer business needs; responding appropriately and in a seamless manner. Defined and executed the strategy for the team, and provided input into the future direction, strategy and delivery of the function the team sat within, predominantly Service Management function. Involved• Overall accountability of the Group Incident, Major Incident and problem Management function. Included ownership of all processes within remit, definition and implementation of 24*7 Major Incident management capability and Audit Support / particpation as and when required• Leadership of the team - included guidance, mentoring and assistance to team members to strengthen team capability. Team locations were multi geographical, including UK and France• Owner and builder of strong stakeholder relationships – Included Senior stakeholder management up to and including Board Level, Multiple vendors, Operational teams Service Management teams, and Service Delivery Managers (SDMs) to ensure effective prioritisation• Established and managed the team to drive the business agenda. Included definition of Key Performance Indicators (KPIs) and associated metrics and reporting for IT. Also involved negotiation and influencing across key business stakeholders to ensure effective strategic decisions were made • Escalation point for Major Incidents and management of Critical incidents. Included provision of quality communications to senior business and IT stakeholders

Role and responsibilities included:-Overall management of the IT Shared Services team and function, comprising of IT Process Improvement, Delivery Support Office, Transition/Offshore management and IT Engagement Management. Defining & executing the strategy for this team and providing input into the future direction, strategy and delivery of the function this team sits within.Key Accountabilities:• Overall accountability of the IT Shared Services function• Leadership of the team, providing guidance, mentoring and assistance to team members to strengthen team capability• Owner and builder of strong stakeholder relationships to establish and manage the team to drive the business agenda – Included definition of Key Performance Indicators (KPIs) and associated metrics and reporting for IT, as well as negotiating and influencing across key business stakeholders to ensure effective strategic decisions were made• Defined, implemented and embedded CI across IT – involved defining a CI framework to be utilised by IT as a department. Framework proved so successful, other business areas such as Operations and Performance improvement team adopted the approach• Defined, implemented and embedded Standard approach to Supplier Management – involved working with stakeholders such as Resource managers, Vendor Management Office and strategic 3rd suppliers, such as TCS and Syntel, to define standard ‘operational day to day’ management approach for strategic suppliers. All lifecycle stages and maturity of relationship undertaken, included initial transition of resource from an existing supplier to a new one, enrolment of existing supplier to new standard approach.

Role and responsibilities included:-• Smooth transition of all change activity (change/project/programmes) into the Operations Run organisation by ensuring appropriate to Service tiering, & defined operational criteria in preparation for Baton Handover. Teams specifically responsible for;o Operations Acceptance Test (OAT)o Release managemento Service Transition o Change & Config Management teams respectively• Acted as the end customer for the Technology Transition (TT) department liaising and working with other Business areas such as Business Operations to ensure End to End (E2E) Service delivery and associated Service requirements were met • Detailed cost control and delivery of Change Outcomes to agreed Time and Quality within the Acceptance & Readiness teams utilizing the understanding of the BAU Run budget/Operational costs and warranty period to achieve this• Workload estimation and forecasting, providing input to the Acceptance & Readiness teams• Process and procedures definition to support resource forecasting, and commitments tracking within the Acceptance & Readiness teams, ensuring alignment to wider Transition delivery model and approach • Managed prioritisation of staff recruitment and the source of supply from the contract market to cover current and forecast commitments• Supply-chain and contractor resource Statements Of Work (SOWs) creation and management to ensure appropriate delivery, risk management and cost control • Line management/matrix management responsibility for local employees, contractors and consultants

Role and responsibilities included:-• Gap Analysis of existing process and procedures against future state ‘Service’ framework • Recommendations and impacts to achieve future state and alignment to ‘Service’ Framework – included Organisational, policy and process changes • Stakeholder management of multiple business areas to ensure ‘buy in’ with Transformation approach – included presentations and chairing workshops to all groups• Production of all documentation – included weekly analysis and progress reviews, risk analysis, reports and support material for all levels / groups up to Board level

Role and responsibilities included:-• Ensuring process, procedures & frameworks for teams within Service enablement exist, and are managed, so smooth transition of change into the production environments is achieved• Ensuring process, procedures & frameworks for teams within Service enablement exist, and are managed, for Audit & Compliance purposes• Establishing process and procedures to support resource forecasting, and commitments tracking within Service enablement teams and ensuring alignment to wider Transition delivery model and approach • Manage prioritisation of staff recruitment and the source of supply from the contract market to cover current and forecast commitments• Ensuring that supply-chain and contractor resource Statements Of Work (SOWs) are drafted to ensure appropriate delivery, risk management and cost control • Line management/matrix management responsibility for local employees, contractors and consultants

Role and responsibilities included:-• Main interface for Operations Release Management Core Platforms (Includes internal issue escalation, management and co• ordination of 1st, 2nd and 3rd level support teams to ensure service levels are met and incidents resolved with in predefined targets)• Solely responsible for defining and introducing Operations Release Management framework within Technology Operations. (Including policy and processes definition using best practice)

Main interface for all escalated technical queries regarding Service delivery from existing clients. (Includes internal issue escalation, management and co-ordination of 1st, 2nd and 3rd level support teams to ensure service levels are met and incidents resolved with in predefined targets). • Definition and implementation of all business processes required for Support based on ITIL methodology. (Included Release, Change and Incident Management. Also included the definition and implementation of cross department business processes such as, Change Control for in house Products team)• Managed, planned and co-ordinated the activities of the Companies Development and Testing departments, (circa 40 employees) to ensure service delivered for Support and Major Enhancements for existing clients met and/or exceeded client expectations and defined Service targets. (Customer base circa 45 and included New Look, Slaters, Faith Shoes, FCUK, Blooming Marvellous, SpaceNK, Blacks/Millets, Dreams, Radleys, Rohan, Cath Kidston, Farrow and Ball and Conran Shop)• Daily analysis and progress review, including risk analysis, and monthly reporting to board level• Line management of staff – including 1-2-1s adhering to Company guidelines and standards