Ian Dodd Email & Phone Number

Newport, Wales, Gb

New York, Ny, Us

So I went back to ELC to use my skills and experience and previous experience of them to govern and strategically direct several of the SIAM processes.Responsibilities: Providing Governance, Subject Matter Expertise (SME) / ‘industry best practice’ knowledge, reviews of the maturity of the existing services and strategic advice to the organisation on all of the various Service Management processes including: Incident / Problem / Knowledge / Change & Release Management as well as Service Requests and Continual Service ImprovementDay-to-day Service Ownership of the Change & Release Management processes both internally and externally with the vendors. This also included responsibility to the internal Risk & Compliance team for the regular and annual Sarbanes Oxley (SOX) audits and checksEnsuring the ‘employee experience’ and a ‘high touch’ approach is at the heart of the servicesTechnologies / Methodologies:ITIL frameworkSIAM including collaboration with internal teams such as Vendor Management (VMO), Risk & Compliance etc and the predominant vendor who oversaw the other secondary suppliersPlease see the entry from my 1st contract with ELC for my achievements (see below)

Ownership of my personal Ltd company through which my contracts were handled.Responsibilities included full & legal ownership & accountability for ensuring that the company adhered to all the relevant 'Companies House' statutory requirements, filling my accounts with HMRC, approval of the accounts and expenses, payment of dividends and salaries, public liability insurance etc

Paris, France, Fr

Day-to-day responsibilities included - but were not limited too - the successful and effective transition of Services into Production by ensuring that all aspects have been considered, incorporated into the planning, completed & communicated to the stakeholders. Examples include aspects such as requirement traceability, capability reviews of the direct & in-direct participants, testing, approvals and documentation.Achievements included leading the Transition Management aspects of the move to a new Target Operating Model (T.O.M.) to ensure that the switch to a new virtualised network infrastructure was optimised for and supported by a revised operating model. I was also key to assisting with their transition to an Agile way of working.

New York, Ny, Us

Providing governance and advice on Estee's SIAM arrangements. Liaising with internal ELC staff, HCL / IBM / Cognizant and Infosys vendor teams across the globe.In addition to the entries listed in my 2nd contract with ELC (at the top of this section), please see the following achievements; I undertook an ITIL maturity assessment of a number of SM processes and, as a result, identified a number of areas for improvement. Along with the assessment, I identified a significant number of Continual Service Improvement (CSI) opportunities including the following;Revised, targeted and more frequent training of the processes and toolsEnhancements to the ServiceNow tool to eliminate or reduce deficiencies and / or enhance / automate the process and experience (circa 35 Service Requests raised to facilitate these). Examples of these include the creation of a new tool workflow and process to managing Agile related changes and enforcement and automation of the Change Freeze processA complete review of many of the SM process documents to ensure a consistent Policy / Process / Procedure approach. This led too, on average, a one-third reduction in the size of the various documents through the reallocation of topics to different documents, removal of duplicate entries, more succinct language and increased use of diagrams and process flows as well as a more coherent / less fragmented and therefore more user-friendly information.Replacement of a number of manual / internal reports with dashboards giving ‘real time’ informationHeavily revised M.I. that focuses on the vendor & process trends to give a more holistic and accurate picture of performance and adherence over a broader period of time. This then included more focus on the qualitative rather than binary / metric-only factors Based upon the new reporting, I was instrumental in revising the Governance and Supplier Service Review meetings to make them more effective.Leading role in the SNOW tool upgrades

Southampton, Hampshire, Gb

Accountability / responsibility for the delivery of the support, maintenance, and product creation activities carried out by a department of circa 35 DevOps staff who are jointly managed by myself and the Delivery Manager (who is accountable / responsible for the investment work which focuses on delivering new and replacement systems / products). The team’s remit is to take the data collated by another department and derive products from it before passing those on to yet other departments for fulfillment.Achievements included;Creation of a roadmap type that incorporated not only the ‘BAU’, regular activities etc but also a visual of the service life of the applications and underpinning infrastructure, milestones for delivery of products / upgrades / releases etc and a basic resource tracker to ensure there were sufficient team members allocated to achieve all of this. This approach was later adopted by other colleagues In addition to the regular management information (M.I.) and reporting of KPIs, SLAs etc I created new internal OLAs between IT and the business based on existing Business Impact Assessments (B.I.A.s) and discussions with them and the support teams. These then required new M.I., reporting and reviewingI inherited was only used twice a year but generated a significant revenue (>£100k) but was written in an unsupported language and sitting on an old pc running Windows XP. Neither was it backed-up. I instigated a project to have it re-written, moved to a server in a Datacentre and mirrored on a further D.R. server. This was then then fully tested.Again, shortly after joining OS, I became aware of the requirement to send data to a govt’ body using ‘glass discs’. These were expensive and the technology on which they ran was out of support. I initiated discussions with the recipient who agreed to receive regular ‘tapes’ and this resulted in a 5-year saving (inc’ the cost of replacement / supported devices) of circa £500k

New York, Ny, Us

Responsibilities included ownership of 12 payment processing & Middleware services. The role entailed accountability for the support, maintenance, compliance, delivery & quality of them and their output. It also incorporated the following additional aspects;Relationship Management of the internal & external stakeholders including (but not limited to) vendors, third parties, Auditors and regulatory bodiesAudit & Risk management (assessments and tracking of findings and actions) Disaster Recovery & Business Continuity responsibilitiesManagement and reporting of KPIs, SLAs & OLAs Close collaboration with the Business and Product teams who also owned aspects of the services and/or managed the day-to-day usage / processing of themTechnologies / Methodologies in use: a broad range of physical and virtual technologies include in-house, COTS, legacy (inc’ MF & AS400), ERP and CloudMultiple support models inc’ traditional ‘support’ and DevOpsAchievements include a new & re-focused approach, inc’ new / regular meetings and a tracker, to identify new / discuss existing Risk & Compliance and Audit finding / actions with the aim of and ensuring they are resolved and in a timely manner

New York, Ny, Us

Responsibilities: I.T. Release Management of the thrice-annual EMEA Low Value payment processing application releases which included project management of the ‘small enhancements’ within the releasesScrum Master and Product Owner, in the absence of a designated SM & PO I have substituted for these roles on separate occasionsBudgetary responsibilities included ensuring the forecasts were accurate, the activities were delivered to the agreed costs (and time frame) and any variances were managed appropriately.Risks & Issues identification, tracking, escalations and resolution or mitigation (RAID) Functional & Non-Functional Testing strategy & methodologies familiarity inc’ Unit / Smoke / Integration (E-2-E) / Regression (both full & targeted) / UAT / Performance / Capacity / Stress / Penetration etc. This also includes high-level understanding of Stubs / Harnesses / Automation etc to facilitate the testing Reporting & communications inc’ Scorecards, management-appropriate updates & communications Managing Go / No-Go meetings with Key / Senior StakeholdersConducting Post Implementation Reviews (PIRs)Technologies / Methodologies:WaterfallAgile (Scrum & Kanban)Software Development Lifecycle (SDLC)Achievements:ALL projects and releases under my management have been delivered to cost, on time, met the requirements and had little negative impact.I have also delivered a Lifecycle / systemic ‘handshake’ project that was originally estimated to take 6 months and cost circa £500k in approximately 2/3 months and for less than 1/5th of the estimate by investigating and then subsequently using existing technology

New York, Ny, Us

Responsibilities:Working alongside my IT colleagues to ensure that all changes have been suitably assessed and acted upon (where necessary) by the appropriate Operations teams to minimise unexpected and undesirable impacts. Ownership of an ‘Application Access Remediation’ program to address concerns with the ‘default’ access given to new requestors of systems access. This was achieved by defining Roles & Responsibilities ‘group policies’ that ensured that only certain tasks within the application could be Designated Approver for smaller governance related remediation projects in the EMEA-wide Operations departmentRepresented Operations in the I.T. Change Management meetings and forumsManaged the Operations Go / No-Go decision process for major releases & projectsIncident Management specific requirements: provided guidance, direction, escalation and structure to the incident on behalf of Operations

New York, Ny, Us

Management of an Operations Governance & Controls team and processesResponsibilities: include: Co-ordination of internal & external audit assessments and for the tracking, approval and ultimate remediation / acceptance of the Risks, Assumptions, Issues and Dependencies (R.A.I.D.) log entries for an EMEA-wide Operations departmentOwnership of some of the Processes and Procedures (otherwise also known as Local Work Instructions (LWIs) or Standard Operating Procedures (SOPs)) including the creation, assessment, approval and review of them

New York, Ny, Us

Ownership of the Change Management process with a secondary role of Incident / Problem Manager