Gavin Rabie Email & Phone Number

Hope Island, Qld, Au

Brisbane, Queensland, Australia

Lead MOQdigital’s Managed Services department of Network and Comms, Platforms and Cloud, Service Desk, Field Services and Transitions.Mentor the Colombo Managed Services teams (Systems Assurance, Security, Service Desk, Escalations, Backups and Network Operations Centre). Aligned the Sri Lanka and Australia service delivery standards.Service standards were maintained by introducing a Service Improvement Plan (SIP):• Client changing its business mandate from leaving to signing an uplifted service agreement.• Clients shifting from poor customer rating to over 95% satisfactionChanging the service focus from time efficiency to outcomes based the service improvements lifted:• Customer satisfaction rating rose to 97% happiness score from 7855 responses for the calendar year 2021• Open ticket reduced from 2500+ to under 900• Breach ticket reduced from 30%+ to around 2%• Team moral lifted• The introduction of a self managing reward program was easier to monitor and implement• The reporting allowed engineers more visibility of their objectives and empowered them to track their progress to the reward threshold of 98% across 9 KPI’sTaking on the Transition Team to improve customer experience.• Replacing a complexed process with a more flexible easy to manage one. Assigning and help track work packages to each technology stream owner and client. Provides accountability and ownership and visibility to each owner• As a result of the new process the Transition Team won “team of the year” as voted by their peers and clients as well as a transition manager won the Business Impact Award for 2021Building out the field services and taking on the P&L turned the department from losing money to making an average 45% margin each month.Regularly supported the CDM's to meet with clients and help perform needs analysis, designing solutions, project planning.• Leveraging ITIL methodologies manage; problem, change, incident, major incidents and service requests

125 Kirkland Avenue, Cooparoo, Brisbane

• Leveraging my extensive knowledge in the Audio Visual industry 1ICT was enabled to identify and developed an Ai Real-Time Image recognition engine that can interpret real-time image feeds and identify individual or situational information based on the dynamic rules engine for actionable out comes. • Enterprise use cases include safety monitoring, customer behaviour monitoring, social distancing validation, security access, hazard detection, work place health and safety monitoring, inventory control, time and attendance input. • Educational uses include – Time and attendance, child incident identification, security or danger identification and alerting, child behaviour monitoring (e.g. identifying social interaction issues) • Facial recognition module – enables building access, time and attendance input, security validation of secure areas. • Single source of video capture can be used for standard CCTV security footage capture and for the image and situational recognition features. Some Key Highlights: • Expanded our foot print in both existing and new accounts for software development and infrastructure services• Successfully identified and managed client relationships to increase revenue. • Enable 1ICT to deliver a new service across the digital signage platform which won new clients. • Developed the Ai Real-Time Image recognition engine to analysis people’s sentiment, genre, grouping / clustering, monitoring, reporting and alerting on social distancing for COVID 19 violations as well as the standard CCTV functionality and object recognition which integrates into the digital signage solution. • Based on the Ai Real-Time Image recognition engine developed a “Software as a Service” model. • Introduce a full “As a Service” model which includes the O365 stack, support and hardware. • Build trusted relationship between ASG’s (parent company) Client Directors and 1ICT• Caretaker Manager for the Support Desk for Domino’s Europe and APAC

Brisbane, Australia

● Designed and developed a service standard in alignment with the wider business needs that gave the team greater clarity, accountability, empowerment and visibility in their ability to deliver to clients. The Service was certified by ISO9001 with a 95% success score and was productised and successfully sold to the market, resulting in increased revenue for the business. This level of service met and often exceeded customers’ expectations.● As a result of the high level of service, the Field Service Department gained five referenceable clients across a multitude of disciplines within a year, ranging from: Age Care, City Council, Mining, Retail and QSR (Quick Service Restaurant).● Created a new customer contract, Managed Field Service which provides field support for a set monthly fee that has clearly defined KPI’s to help improve service delivery. This style of contract allows the client to budget their support costs and eliminate any additional variable internal costs● Implemented a Service Improvement Program for the service team, resulting in the team meeting and in most occasions exceeding client’s expectations.● In support of the Service Improvement Plan established a “help culture” to remove the blame / finger pointing attitude, which built a better and more responsive culture.● Identified and removed underperforming staff with skills or attitude deficits affecting the team’s morale.● Levering the companies services, Domino’s Pizza Enterprises was enable to deploy to all 840 stores across Australia and New Zealand with their Artificial Intelligence Pizza Checker Quality Assurance solution, total project value is $3M.● Developed a full “As A Service” model for the new “Start Up” Audio Visual business which included installation, support and hardware. This was developed in order to stay relevant in today’s market and offer clients the options of either CapEx or OpEx.

Auckland, New Zealand

● With the shift away from the old traditional service support contract and having to support five different business units, it was important that a new and more relevant support contract was developed. Working closely with some key clients the development of a unique ConnectCare “opt in” support agreement was designed to cater for all Connect NZ services.● Managed five key departments; Audio Visual, Unified Communications, Information Technology, Managed Document and later to support the major Audio Visual projects and the introduction of Project Management Office.● Managed the key projects such as ANZ Bank’s national Audio Visual upgrade project, Auckland phase NZD $4M, Wellington phase NZD $2.5M and Telecom (now Spark) new building Audio Visual deployment, Auckland phase NZD $5M, Wellington phase NZD $2M and Christchurch phase NZD $1M.● Reporting to the CEO and delivering to the business plan which resulted in the National Service Manager role been 2IC to the CEO.● Regularly supported sales as a consultant in a pre-sales role to meet clients and performing needs analysis, designing solutions, planning projects, directing / managing and implementing said projects within a defined time frame along with the day to day management of the service department and responsibilities.● Development, maintenance and management of the company’s operational internal infrastructure from virtual servers, VoIP, integrated Audio Visual Video conferencing, for 160 staff countrywide.● In 2015 developed and implemented Connect NZ’s new Service Desk, moving away from the traditional Contact Centre environment to a fully supported Service Desk designed to achieve a 90 to 95% first time resolution. ● Implementation and development of business strategies and processes to improve service delivery standards to customers which resulted in the service department increase profitability.

•Financial budgeting and reporting to MD•Staff leadership, management and recruitment •Strategic and future planning, •Network management and service level agreements•Strategic business planning and forecasting

•Responsible for budgeting•Staff recruitment and management•New equipment acquisitions•Strategic and future planning•Disaster recovery and Business continuity•Network management and service level agreements

DORMAC Shipping - IT Technical Manager - Jan 2001 – Oct 2002UCTX ISP - Assistant IT Technical Manager - Jul 2000 – Dec 2000Guy’s Drug Research Unit Ltd (London) - 2nd & 3rd line support - Jul 2000 – Nov 2000Virgin Net (London) ISP - 2nd & 3rd line support - May 2000 – Jul 2000Johnson Controls Automotive (UK) Ltd (London) - 2nd & 3rd line support - Nov 1999 – Apr 2000Farrer and Co (London) Lawyers - 2nd & 3rd line support - Jun 1999 – Nov 1999Camden Council Housing IT Dept (London) IT technician - 1st line support - May 1999 – Jun 1999International Marine and Construction (IMAC) (Durban S.A) - IT (Helpdesk, training and support), Non-Destructive Testing Managing Foreman - Jul 1996 - Jan 1999