Accountability for the development of Talent solution services provided by both Bateman Collins International and Map Room. Providing executive search for predominantly FS institutions for Board/C-Suite/Director level hires.Resourcing for FS remediation and optimisation activity provided by Map Room, with development of contingent recruitment across multiple industry sectors.

Leading the recruitment activity for Independent Assessment Services to support the PIP service Atos delivers to the DWP.• Delivered a transformed hiring model yielding £2.5M in cost savings over a two-year period. Avoiding placement fees through the introduction of a blended internal and outsourced hiring framework, improving retention and candidate experience as additional benefits. • Designed and implemented a bespoke clinical ‘Recruitment Hub’ skills test to accurately assess behaviours and capability of previously untested traits – improved retention by 14%. • Created and rolled out a new EVP, completely reflecting the company culture and values with brand guidelines for all external recruitment engagement.• Implemented advocacy framework with all existing employees to combat negative online presence of the company via Glassdoor and Indeed.• Adopted a partnership with five high-performing recruitment agencies to work as a team, increasing the hiring volume by 120%.• Mapped out and delivered a sophisticated talent acquisition strategy spanning the last three years, advancing IAS to outperform its competitors, year on year, in an aggressive market.• Influenced key senior stakeholders to allow the TA team to adapt and attract new talent relating to advertising channels, candidate success thresholds and changes to onboarding and training approach.• Implementing data and trend analysis with proactive action planning to avoid downturn in performance risk.• Led a cohesive and high performing team of TA partners, to recruit and onboard more than 120 heads per month.• Remained in touch with recruitment innovation to identify opportunities to reach new talent pools and reduce cost.

• Reporting to the Operations Director, sitting as part of the IAS Leadership Team. • Brand new set-up of a dedicated People Team delivering activities related to; Recruitment, Engagement, Health & Wellbeing, Retention, Training and Communications.• Implementing key initiatives to support the business growth and delivery.• Identifying trends and key areas of focus through recruitment and exit feedback.• Repositioning HR policies to support reduction of absence levels.• Moving from one key recruitment partner to five to ensure distributed delivery across multiple organisations.

• Reporting to the Global Head of Service Management, accountable for the urgent resolution of every Major Incident for all large-scale customers across the globe.• Led the Atos organisational strategy for Incident management services, maturing offshore capability to support global sourcing. Focussing on centres of excellence locations for all levels of Incident, Change and Problem management. • Improved the Atos Service Management Model Policy and Processes to build maturity.• Created and enforced a capability to manage and improve services in all locations.• Headed up the new incident management service for the Nokia Siemens Network SIaM account with an extensive supplier base.• Implemented a global compliance model to ensure external audit achievements were met.• Overall responsible for KPI achievement from 11 Global Business Units supporting local and global customers.• Operational accountability for Centres of Excellence in Poland and India.

• Defined and implemented the Service Management Centre strategy to support customers within SIaM services. • Drove standards with effective but efficient processes for both service integrator and tower delivery.• Redesigned the ITIL processes to align to a SIaM service model.• Created engagement and governance structure to support an efficient and good quality service back to the customer.• Internal customer of new transitions into Atos, attended steering boards and provide solutions to wider issues to ensure the integrity of the service output is maintained.• Attended regular service reviews to ensure SLAs and KPIs are met, enforcing collaboration between the ITIL disciplines and the tower delivery.

Contracting opportunity for 12 months to review and improve the Incident & Defect Management processes within the HR Shared Services Centre in Salford Quays.• Contracting opportunity to transform current processes and create sustainable change within the service delivery aspect of the HR Support Centre. • Deployment of a new time and attendance system throughout 2013 required better working practises within the IT delivery teams. Operational ownership for all IT related Incidents, Problems and Defects for the HR systems, line management of the staff delivering these functions.• Designed and implemented new ITIL processes including Problem, Request and Defect Management.• Drove suppliers to identify clear Root Cause Analysis in production system to ensure service evolution and improved customer satisfaction.• Introduced service management and governance via metrics and dashboards.• Improved the working relationships between the HR IT delivery and the centralised IT Operations Team in London.• Identified efficiencies within the ways of working to allow for more cost-effective delivery.• Implemented a “shift left” or “3,2,1,0” service improvement to up-skill the contact centre, creating first time fix capability and metrics.Joining the Business Support and I.T. Support Teams together to assist the delivery of a new time and attendance system to all M&S stores during 2012/3.

Promoted to obtain overall accountability and operational responsibility of these disciplines for the UK&I. Absorbing the accounts previously supported by Siemens Information Services following an acquisition by Atos Origin in 2011. Operational management of circa 75 staff, both onshore and offshore to 50 clients based in the Media, Government, Transport, Finance, Manufacturing, Retail, Utilities and Energy Sectors.Led delivery of key KPI improvements across the business to drive efficiency and quality service. Exceeded targets for auto ticket rationalisation, mean time to repair, bounce count and service levels by streamlining processes across the Managed Services business, driving towards a standard operating model in a multi client environment.

Set up the Incident & Request Management function, implementing a new organisational model providing career progression for employees wanting a career within the processes.Created a full 24/7 service for all clients requiring round the clock support, up skilling existing employees and providing cost efficiencies of 80K per year. Continual service improvement activity for the Atos UK Major Incident Management Process capable of controlling a catestrophic outage affecting multiple clients. Governance of internal and external communication, supplier management and coordination of technical resources.

New role identified within the business to oversee the implementation of service improvement activity quickly to accounts with failing service levels and poor experience ratings.Initially sort views and guidance from all areas of the organisation regarding the process, engagement and deliverables. Created a quick and effective way to put accounts into "intensive care", engaging with the Technical Operational Heads to implement quick wins, dramatically improving the service and perception against specified targets.Establishing what success looked like was challenging when the majority of the issues were perception of the customer. Led to review and reprioritisation of services to deliver support in tune with the critical processes and business requirements.

Project Management of Service Desk & ITIL new business from sign off to go live.Thorough understanding and calculation of service costs to deliver agreed service levels either on a fixed price or time and materials basis.Configuration design of Service Management Toolsets, telephony and IVR set up for the user base and production of OLA's defining the expected levels of performance.Overseeing scenario testing working with the customer to provide confidence and transparency running up to go live and in early life support.