Transitioning a global break fix project within tight timescales• Playing the central key role in the service design and transitioning of a robust global support model for a client working with a global off-shore service integrator, various service providers and multiple vendors. This role requires drive and determination, a thick skin, political sensitivity, ability to influence, and very strong relationship skills in challenging circumstances.

[Contract] Driving process and business change and transformation to Operational Support Services for a client• This role involved a completed review and change of the Service Operations and Service Desk services from a failing services with poor SLAs and customer satisfaction to an ITIL aligned and effective service with customer focus. All processes were re-mapped and documentation updated, the team restructured, and all retrained. This was coordinated via a Service Improvement Plan, Change Control where appropriate and managed as per a Project. During this time, we also innovated by automated processes and introduced a Self Service Portal within Service Now, as well as updated and revamped the Knowledge Base, plus introduced Office 365 to the user base.• Completed Service Transformation passing IT Audits (previously failed) and exceeding Service Levels. • Reduced Service Requests logged by the IT Service Desk The second half of this contract involved working directly with esp’s Global Operations Centre in order to improve efficiencies and highlighting changes required to achieve formal certification in 2018 (SDI). This was very much a consultative role, where I followed a Six Sigma type structure looking at the current position versus aspirational position across 142 controls. Various interviews were conducted with the output being a Service Improvement Plan in a Project structure ready for implementation.

[Contract] Transformation and Transition projects including application discovery, migration and DC consolidation.• Working across different project streams in a complex IT Programme involving Architecture and Application Discovery, Migration Planning and Design for a Data Centre Consolidation and Transformation. Senior PM Responsibilities included managing off-shore Project Managers and Technical resources to complete tasks and deliverables on time. Managing Stakeholders and working with various technical, business and support teams for service mapping and planning.Some of the key achievements and deliverables includes (not limited to)• Completed project whilst overcoming internal customer and stakeholder resistance to change• Worked with the delivery team to create a centre of excellence so that everyone involved have a common understanding to propose migration strategy and approach.• Involved with other Project and Programme Managers keeping their delivery objectives as one among my design requirement

[Contract] A varied role with both Project Management responsibilities on projects work streams, as well as managing Global Service Introduction on various Network related projects such as security architecture, segmentation and wireless with technologies involved such as Soft Layer implementation, Cisco Prime and ISE, as well as a number of Lync related projects. All projects were global, and required excellent communication, processes, and working on cross lines of business in order to ensure cohesive successful delivery.

[Contract] Global Unified Communications Managed Services for IBM – 2013 – 6500 users across 25 countries.• Although this role was as a Global Unified Communications Service Delivery Manager, the focus had been to ensure the customer has a robust, fit for purpose, and quality Managed Service experience, which when joining, needed a design transformation and lots of effort. I have been deeply involved and versatile in this process covering many functions such as a Service Architect / Design Manager, Project Manager, Transition Manager, due to the troubled nature of the project - all in parallel with being a SDM. This solution was delivered within extremely tight timescales, within contractual agreements, and in line with customer expectations. I have built excellent internal and external relationships which have assisted with tight Stakeholder (IBM / BG Group), Vendor (Microsoft, Polycom), Supplier (Verizon, BT, Phoenix), and 3rd Party Management during this process.

[Contract] Working within a Programme Controls, PMO, and Governance capacity providing programme support, guidance and managing various initiatives around service reporting streamlining and benefits realisation and tracking. Publishing Programme reports to Senior Management including financials, risks, and overall statuses. Expert use of MS Excel and PowerPointDefined and created a reporting strategy for benefits realisation

Managing the Technical Service Delivery Teams - IT Service Desk and Professional / Project Services for Customers in the Non-Profit Organisation sector, delivering IT services, support, and strategic road-map planning. This also included upgrading and optimising current infrastructures to enable IT to support their businesses.

• This role was to manage the organisational integration of LI (Logistics International) & a&o, including the operational processes, systems and people. This integration was managed in phases, and the Olympics impact was also considered and managed. • I also managed a team of Project Managers delivering internal and external customers – both in the UK and across Europe, with a total value of £20.5m during this period. External Customers included IBM - Atradius, HP - DWP, HP – GE Capital, NHS Clients, Fujitsu customers, with a mixture of desktop rollouts, installations, and data disposal.

• Responsible for overall Operational Delivery and incremental revenue to one of a&o’s key contracts and the on-going management of the Service Delivery Managers delivering into the account ensuring Service Levels and contracted services are met or exceeded whilst driving to improve customer satisfaction.• Responsible for the Incident Management team in ensuring it meets or exceeds its contractual obligations with customers around service delivery and performance, quality and cost.

Responsible for the Operational Delivery to one of a&o's key accounts and the on-going management of the teams delivering into the account. Ensuring Service Levels and contracted services are met or exceeded whilst driving to improve customer satisfaction.

In addition to leading the Managed Services department, managing the Technical Hardware Support Team who provide the back end vetting and recommendation of spares. Also provided remote direct contact support with first time remote resolution targets as well as providing the field force with remote support.

This role involved direction of the delivery of technical managed services to our customers to ensure that SLA’s and KPI’s were at a minimum - met or exceeded. Improving and exceeding customer satisfaction targets using Continuous Improvement Plans and Balanced Scorecards methodologies. Managing transitions and new business projects highlighting the quality and cost efficiencies required from within Client Services for operational excellence. Managing and improving revenue and margin targets including responsibility for growth and account retention. Cost management within the overall cost budget and by contract.

Responsible for providing technical support services to several external managed service customers as well as operational management of staff, systems, escalations, improvements and account P&Ls