Working as part of the Process Automation Quality Management Systems team utilizing technical skills to identify problems and opportunities and develop solutions to automate manual repetitive tasks or provide solutions where manual effort is significant often introducing defects which impact the business and/or customer.Projects are generally complex in nature working with dispersed teams across all regions looking at reducing defects, time, resource and influencing a positive experience for internal customers, external customers, peers, and AT&T leadership. Selected as one of fifty-six managers across the corporation in Dec 2012 to participate in the 2013 Accelerated Development Program a year-long, intensive AT&T program designed to advance business acumen and increase strategic perspective in preparation for future leadership opportunities through training and completing a Team project assignment focused on a key business issue with guidance from senior leaders. The assigned project was completed in Oct 2013 with a face to face presentation to Randal Stephenson/AT&T Chairman/CEO and his direct reports.

Joined the initial Black Belt program in October 2007. Completed Six Sigma training in Dallas over three months and completed final exam Dec 2008. Attained Six Sigma Black Belt certification after successful completion of a number of projects delivering improved efficiency and defect reduction.Worked with many diverse business units and leadership teams throughout the world on process improvement projects focused on improving the customer experience as well as delivering financial benefits to AT&T.

Starting my contract with AT&T in 2000 my initial role was EMEA Operations Manager working as part of the SUN EMEA Lifecycle Management Team. During the course of 2004 I transitioned from the operations team to managing the project and engineering team (voice & data). Working with SUN leadership team the role covered management of all EMEA based projects for the SUN account. Projects included new site implementations, decommissions, WAN migration to hybrid MCI/AT&T MPLS backbone, capacity management & planning for client application support which drove LAN/WAN upgrade projects.

General Motors is the world’s largest manufacturing company and set-up its international IT headquarters in Maidenhead at the end of 1996. As Infrastructure Deployment Manager my responsibilities included management, specification, design and implementation of next generation network, server, database and desktop technologies used to support its sales analysis, finance and manufacturing applications. The role demanded frequent international travel and very high levels of technical, organisational, business, communication, process and project management skills. During the course of this role I spent six months located at GM’s headquarters in Detroit running a team of project managers and engineers deploying the latest network and server infrastructure technologies at its worldwide HQ.

Gillette is a worldwide multinational blue-chip organization whose subsidiaries included Braun, Parker Pen, Waterman, Papermate, Duracell, Oral-B and Jafra Cosmetics. The Technical Services and Telecommunications group I ran supported all data centre operations within EMEA. Responsible for all technicians, PM’s and DBA’s supporting LAN/WAN and server technologies used to support the companies applications services. Having been promoted to this position as the Corporate Information Technology group was formed my first major project involved building a European shared service centre and moving all of the companies dispersed systems into the new centre. In parallel with the build activity other responsibilities included development of SLA’s with various business units and creation of a European helpdesk which ultimately supported the centre on completion. The role of manager to the Technical Services group required strong technical, project management, and communication and leadership skills