Full responsibility for ensuring IT services provisioned from the incumbent supplier are delivered to the high standard required by DCWW. Key responsibilities will include but are not limited to:Staff Leadership Stakeholder ManagementClient ManagementContract Management Revenue GeneratingCustomer FocusProject ManagementAccount Management Balance ScorecardITILSLA & OLA DeliveryIT Service ManagementManaged ServicesRoot Cause AnalysisKPI settingPre Sales / BidsAudit ComplianceRisk ManagementOperational ManagementEscalation ManagementService ManagementP&L ManagementService ImprovementQuality Assurance and Management (ISO9001)

Head of Service Delivery role leading a team of 10 Service Delivery Managers, responsible for managing a portfolio of mid to complex strategic customer accounts of annual account revenues between 8m and 20m. My role was focused on customer growth, retention, satisfaction and profit. The role also focused on staff retention and development. I drove achievement of contract service levels, service improvement and customer satisfaction across my portfolio of accounts whilst working closely with the regional sales Branch Manager overseeing account planning in conjunction with sales across all customers in the portfolio.Key skills:Staff Leadership Stakeholder ManagementClient ManagementContract Management Financial ManagementCommercial ManagementRevenue GeneratingCustomer FocusAccount Management IT Service ManagementManaged ServicesKPI settingPre Sales / BidsAudit ComplianceRisk ManagementRecruitmentPerformance ManagementGovernance Reporting and ManagementCreated and maintained a highly motivated, high performing team through team working, managing and maintaining staff engagement and developing staff. Succession planning for staff

Latterly, working on Public Sector account responsible for Governance of Service Risks, Contractual Reporting, Contractual Compliance to Contract, ITSM Governance, Management of Service Levels, Service Credits, Audits, P&L, DR, Quality Assurance, People Management of DR's.As Head of Service Management and Transition:Member of Account’s Senior Management TeamSenior Leadership Team Member (30 account members)Interacting with Executive Board members and making recommendations and analysisDeputy to Operations DirectorManagement of Core delivery teams including financial and delivery/performance aspects with an account of 400+ staff.Continual Service Improvement approach and proactive Management styleFinancial analysis and forecasting to underpin the Service including cost reduction – P&L Responsibility across multiple Services (IS/ICT 12/13: £23.5M and People Costs £1.5M ) – Overall revenue c £45MFinancial Management of Efficiencies Programme. Delivered £300K cost savings for FY 09/10.Senior Manager/Decision Maker on 2 Key Programme Service Improvementso SLAM (Software Licence Asset Management)o CMDBCommercial interpretation & Management of the contractual obligations to ensure that services are delivered to the required quality and customer satisfactionResponsible for the management and negotiating of SLA’s & KPI’s. Responsible for the Management and Improvement of CSAT reviewing with account SMTManagement of EscalationsRisk and Issue tracking and Management generating in circa of £3.2M revenue for 11/12 FYLine Management responsibility for Operational Service Delivery Managers (11); Service Governance (2), Service Reporting (3) Managed a team of 16 People covering full lifecycle from selection to exit interviews, and performance improvement and management, as well as leading Virtual teams against the organisation to deliver the Service

Role: Procurement Manager (Jan 2006 to Jan 2008) – Government SectorTo be the Procurement lead and focal point to my client base.To provide Procurement support during the development of proposals for customer bids/solutions.To understand the proposed customer bid/solution, identify the third party content, lead development of the third party strategy and manage the required procurement activity through to customer contract win and beyond.Post customer contract win, to be the client focal point and engage Sourcing to develop manage and create Procurement Strategy Plans as appropriate.Engage with the bid team on all new opportunitiesWork with the client to understand the customer proposal/requirements and to identify thrid party content.Role: New Business Manager/Regional Services Manager (Jan 2003 - Dec 2005):This Strategic Outsourcing contract is for the management of the IT environment for Private Sector business (Banking) 37000+ seats and head office users. The total contract value was $280M over 7 years. To grow the Desktop Service revenue and profit through additional seats and services. Contract preparation, negotiation and closure using SSM methodology To ensure service targets and customer satisfaction is exceeded To manage the overall relationships with my defined customer set.Role: New Business Manager (January 2001 to January 2003) - LondonNew Business team In achieving targets for Project and New Business revenue and service growth . Excellent solution and pricing knowledge of the account, assisting colleagues and peers with new business validation and proposed proposals/solutions/pricing. Role: IBM UK Limited - Senior Contract & Negotiations Specialist & Project Manager (April 1998 to December 2000) - LondonProactively contributed to customer engagements and developed customer relationships within the account. Helped define and implement project models and processes with appropriate tools, techniques and supporting.