Hilary Mclaughlin Email & Phone Number

Leading the managed services division, driving strategic growth and operational excellence. Overseeing service delivery, optimizing client experiences, and spearheading innovative solutions. Managing financial and cost aspects to drive profitability. Focusing on expanding managed service offerings, identifying market opportunities, and developing new services. Building high-performing teams and fosters strong client relationships. Positions the organization as a leader in the managed services industry through technology and best practices.

Providing consulting for large Managed Service opportunities, working to design and win deals that provide our clients with the support they need while also driving innovation in the user experience they provide. Also acting as the Solution Area Lead for Sustainability and IOT for the Microsoft Business Group, building GTM strategies and offerings to drive pipeline and growing fantastic relationship with Microsoft with co-sell opportunities.

Toronto, Ontario, Canada

Lead for technology and consulting solutions within the Microsoft Business Group. Led team of enterprise consultants responsible for pre-sales and consulting services across North America.

Toronto, Ontario, Canada

Practice Lead for the Managed Service business within the Microsoft Business Group for the Canadian Region

Toronto, Ontario, Canada

Practice Lead for the Managed Service practice for the Canadian Region.

London (Uk) & Toronto (On)

• Program Managed 2 yr. transformation project, including onshore/offshore transition and Continual Service Improvement Plan (CSIP), and managed division’s annual operational budget (~$70M). Transitioned UK service to offshore partner, including adoption of all Logicalis processes by partner. • Program Managed the CSIP, involving 15 projects across 4 departments• Developed and managed Services annual budget to meet needs of Logicalis’ and IT Channel partners’ strategies.• Within 1 year of Program completion, improved Support CSAT by 20%, Project CSAT by 25%, increased actual GM by 6%, saved over $3.5M (CAD) annually, improved incident SLA’s by 10% and Project Resource Utilization by 20%. • Assisted UK VP of Services to define an onshore/offshore model, budget and funding plan for Transformation program, with focus on streamlining processes, reducing costs, improving customer satisfaction and increasing sales.• Member of Executive team, as Services decision maker, redesigning entire organisation to cut ~$5M (CAD) in annually. • Accountable for monthly forecasting of PS financials, driving GM growth through revenue recognition and cost control.• Analysed, redesigned and applied PMO processes & KPI’s to improve CSAT, project cost control, utilisation and financial accuracy. Includes changes to Order process using ERP/SAP/CRM data. Increased project profitability by 8%. • Developed financial model to accurately analyse cost of service by customer and a breakdown of each service element (Incident, Change, etc.) in order to more accurately price contracts for Sales. • Designed scorecard for Services division including KPIs, SLA and NPS scores, reporting monthly progress against each target. Also provided analysis to entire division to identify next steps so all targets are met or exceeded.• Organize quarterly management workshops to communicate progress against objectives by entire division and tracking next steps to continue progress to enable strategy

London, United Kingdom

• Built and managed the UK project team to implement first global instance of ServiceNow (ITSM system) in Logicalis including the design and implementation of all ITIL processes, operational org chart, integration to other business systems, data clean-up, migration and testing, agreement with Sales of improved SLA packages, relationship management with other global teams. • Working with global teams, built UK team to deliver the first ‘Common Services Platform’, creating a set of tools shared globally. The primary system was ServiceNow but also contained a portfolio system and monitoring tool. • Successfully transitioned offshore to onshore service, improving CSAT & Incident SLA’s by 15%. Designed and provided training for all Support staff on ITSM system and customer environments. • Played lead role in the redesign of the Bid/Opportunity Review Process, improving the quality of data and approval process for the assessment of sales opportunities.• Completed review of all Services offered in the business, developed a standard set of service designs which became the Services Portfolio, collaborated with a database designer to create framework for portfolio system.• Reviewed all opportunities with Managed Services or Cloud, assisting sales to price deals. Also, member of bid teams working directly with clients to understand challenges and design business solutions.• Built and managed the Service Delivery Office team (Process Designer, ServiceNow Admin, Process Owners and Reporting Analysts) and oversaw operational/ITIL processes, identifying improvements, applying solutions.• Led the design and execution of Logicalis’ first version of ServiceNow (ITSM system), improving CSAT by 11% in 1 yr. In this role I acted as PM and SME, led complete redesign of ITIL processes, designed data clean-up, migration and testing, created and delivered training program to entire dept.• Redesigned the client on-boarding processes and procedures, significantly improving early CSAT.

• Managed team of SDMs responsible for all service customers, accountable to improve SLAs and increase revenue.• Acted as Service Client Manager to under-achieving accounts, often securing multi-year extensions as a result. Secured a 5-yr extension with John Lewis Partnership, 3-yr with CPA Global, and a 3-yr with LSL Health (among other accounts).• Closed new deals as part of the business development team, including over ~$14M and ~$17M sized deals.

• Manage 60+ staff from Help Desk, Desktop Eng., SDMs and ITIL Process Managers in large outsourced account• Re-negotiated, managed, improved and reported all department SLAs presenting results to senior clients, significantly improved relationship with client from incumbent by honestly reporting SLAs and building trust.• Increased CSAT from 4.1 to 4.6 (possible 5) by developing a 24/7 Help Desk and enhancing processes