Transformed Service Delivery organization aligning people to our customers and delivered both record dollar realization metrics to the company's bottom line but also record Net Promotor Score results with an authentic focus on outstanding customer experience. #SoUnTelco

Build upon the phenomenal customer centric #SoUnTelco foundation of success in the mid-market space and through our business grade NBN and SD-WAN offerings expand through innovative solutions with Enterprise.

Lead our new business acquisition team across NSW to create innovative solutions tailored for our customer business needs. Achieving a +60% NPS result, the team has a proven track record delivering great customer outcomes. The fundamentals of the role are to inspire, invigorate and challenge the team to exceed targets and to support the team with mature partnerships, a focus on maintaining a healthy funnel of new opportunities and providing thought leadership in both technical discipline and multiple industry sectors.

Lead the implementation, governance and Delivery teams for Large Outsourcing Clients. Working closely with the Delivery teams as well as the current pursuit teams within the Sales organization to ensure that Macquarie Telecom realizes the full potential of this important new customer vertical for the company.

SIGNIFICANT ACHIEVEMENTS• Successfully partnered with multinational application outsource provider to deliver new “Infrastructure As A Service” solution to host ERP system for large aviation client in Australia.• Completed the upgrade of the core network from 1G capable to 10G capable infrastructure• Drove customer centricity across Service Delivery to achieve transactional Net Promoter Score of +34% for Q1FY14• Improved Acceptance into Production process between Service Delivery and Operations to drive 89% success rate on handovers.

SIGNIFICANT ACHIEVEMENTS• Negotiated $450K saving across contract lifecycle with key vendor through collaboration and focus on service improvements.• Created “Statement of Requirements” and “Statement of Work” templates for our Sales force to win successful deals which incorporate operational focus.• Launched Operations Performance reporting to allow our Customer Service Professionals to provide customers with monthly CIO-ready narrative.• Improved Contact Centre’s First Time Fix from 10 to 30% of all Hosting Incident tickets.

SIGNIFICANT ACHIEVEMENTS• Created daily Executive Incident Management discipline and reduced 400+ daily open incident tickets down by 75% to 100 open tickets.• Created new Problem Management practice and reduced the overall monthly ticket volume by 30%.• Created new Vendor Management practice to review critical escalations, adherence to contract, improvement initiatives and OLAs across all Tier I vendors.• Exceeded National Core Network availability targets of 99.99% every month in role

SIGNIFICANT ACHIEVEMENTS• Successfully transitioned 1000 daily transactions (inbound and outbound calls and emails from two separate incumbents) on time and within budget to newly created Contact Centre with zero impact to our customers.• Transformed and maintained monthly customer satisfaction rating from 3.7 to 4.6/5.• Selected and installed functionally rich SIP Telephony platform fully integrated with legacy ticketing system.• Recruited, on-boarded and trained 33 new Customer Service Professionals with passion for delighting customers and maintained 50% lower than benchmark attrition.• Created 250+ Standard Operating Procedures covering all Lines of Businesses maintained through weekly service excellence sessions focused on continuous improvement.

RESPONSIBILITIES: • Operational delivery of IT services to 27 (~$40 mil revenue p.a.) local Australian and New Zealand based customers.• Client Management for large financial loan organization (~$3 mil revenue p.a.)• ITIL Service improvement methodology across all disciplines of IT Operations (SLA, Problem Management, Change Management, Configuration Management and Reporting)• Client Quarterly Business Reviews (QBR) at executive level across entire install base

RESPONSIBILITIES: • Operational delivery of IT services to 26 ($75 mil revenue) local Australian and New Zealand based customers and several global customers ($14 mil revenue).• Contractual and operational service levels as well as operating margin responsibilities for all ITO towers providing best in class service to clients.• Management of 420 permanent and contingent workforce resources spread across several cities in both Australia and New Zealand. SIGNIFICANT ACHIEVEMENTS• Transformed the team into a mature delivery organization with effective business operations driven decision making resulting in:- o Improved FY08 forecasted 79% cost of delivery to 65% reducing yearly run cost by $14mil. o Improved the team’s monthly percentage SLA’s met from 80% to 98% across all clients.• Instilled accountability to all levels of management within the team enabling everyone in the organization to knowingly contribute towards meeting their targets.• Empowered all engineers within the team by creating active customer participation. • On-shore end-2-end ownership for services delivered both on and off shore.

RESPONSIBILITIES: • End-2-end operational delivery of Infrastructure Management Services to several key global clients within the HP key offshore delivery centre, Global Centre Malaysia.• Quality SLA focused delivery to those global clients• Optimized Cost of Delivery for all IMS activities providing best in class service• Pivotal offshore interface for all global account delivery managersSIGNIFICANT ACHIEVEMENTS:• Quality enhancements to the offshore centre’s Key Performance Indicators (KPIs), including Time To Own (TTO), Time To Resolve (TTR), the availability of the Operating System (OS), the Backup success rate, Problem Management and the Configuration Management database consistency. • Managed several formal customer escalations and improved customer satisfaction.• Several enhancements to the general maturity of the offshore delivery centre including the oversight of several leadership training workshops bringing forward the best of our deep technical support engineers into customer facing roles accountable for end-2-end delivery within their towers. • Acted as an ambassador to HP’s global IT Operations organization in several key pursuit activities covering all platforms, due diligence activities and customer onsite visits.

RESPONSIBILITIES: • Transition several operational delivery roles within various technical disciplines from high cost locations in Europe to low cost strategic global delivery locations• Significant cost savings (minimum of 25% from monthly run-rate costs) for the onshore delivery organization. SIGNIFICANT ACHIEVEMENTS:• Transitioned 500 roles within 12 month period both on-time and within budget.• Prepared all of the high level transition data and executive communication• Secured support from the account teams and other key stakeholders.• Prepared both the sending and receiving delivery locations with operating model design, ITIL process management design, ramp-up technical profiles, knowledge transfer methodology training and technical training roadmaps. • Site selection, supplier selection, permanent candidate selection and liaised with the chosen supplier on ramp-up planning and service level agreements until a local permanent management team was in place for key near shore delivery location. • Setup several knowledge transfer waves within the program with clear metrics and KPIs to ensure quality of delivery is maintained or improved throughout and after the transition.

As the Transformation Tower Lead within the IMS tower Fionán was responsible for the transformations of several customer’s transitioned environments as well as the integration of the transitioned personnel into the delivery organization. He was responsible for improvements in service levels and significant reductions in Hewlett Packard’s ongoing operating costs. The role included due diligence activities, planning of the transformation, execution within defined budget and planned time while leading a virtual team of subject matter experts. For several outsourcing deals Fionán was responsible for the organizational and financial integration of the “in-scope” teams into central delivery including the definition and execution of optimization plans, the deployment of tools and ITIL processes.

As Web & Application Practice Support manager, Fionan was responsible for the operational delivery of the database, web and application services for both internal and trade customers in EMEA. His main responsibilities included:-- Manage the Web & Application Practice Support (WAPS) teams (approx. 60 employees), ensuring team motivation and delivering enterprise solutions and support according to both priorities and customer expectations- Act as technical liaison with account delivery managers and client managers within the account delivery organization- Provide consistent world class operations in terms of resource requirements, cost management, both service and operational management of all the service offerings- Ensure WAPS team meet accuracy guidelines for both forecast and actual targets- Ensure WAPS team meets both efficiency, residual & internal run-rate budget targets- Regularly seek and implement opportunities to reduce the cost of delivery