James Hinton Email & Phone Number

Wolverhampton, Gb

Woking, England, United Kingdom

Accountable for consolidating and prioritising the total demand for thecustomer & sales domain through collaboration with EMEIA seniormanagement, business process owners and other members of the EMEIA ITdivisional board.Developing the solution roadmap for the customer facing IT landscape tomeet the requirements of the ASSA ABLOY EMEIA division, this guaranteesthat the necessities set out the in EMEIA application lifecycle are met. Byadopting a clear vision, applications implemented are not only fit forbusiness need, using Lean Six Sigma practices to reduce waste have alsoresulted in a 10% year-on-year cost saving.Pro-actively working closely with key EMEIA stakeholders to create new,streamlined organisation to roll-out a Product Information Managementsystem across the division, delivering improved service and visibility to ourcustomers whilst driving savings upwards of €1.25m over a four-yearperiod.Using a data-driven improvement cycle to ensure the delivery of solutionsin the domain through to the business as well as ensuring correct levels ofend-to-end support services and capacity management is in place for allEMEIA IT applications based on investigations carried out with programmeleads and service delivery managers.Consistently driving open communication between all parties andguaranteeing project deliverables are met in both enterprise and productapplications for internal and external customers for ASSA ABLOY EMEIA coreinitiatives and new business areas by implementing agile principles and aflexible yet process-driven approach to development.

Reporting to the EMEIA Enterprise Architect, I am responsible and overallaccountable for rolling out the Data Warehouse for Pricing Intelligenceacross the 13 EMEIA regions, integrating systems from 40+ countries and adiverse array of languages.Using a proven and consistent approach I ensure strong communicationthroughout different channels and at all levels of the organisation fromVice President to developer and external suppliers so project objectives anddeadlines are met.Applying my knowledge and experience of multiple project managementstyles and methodologies such as Agile, Scrum and Lean fundamentals hasmade sure project deadlines are realised, in budget and to strict businesslead timescales.Using Lean Six Sigma initiatives I have worked closely with business processowners and key users within the organisation to develop strategies andworking practices as well as helping to create future plans for the EMEIABusiness Intelligence reporting vision, road map and data governance toensure both customer and stakeholder needs are fully achieved.

Willenhall, United Kingdom

Accountable for consolidating and prioritising the total demand for thecustomer & sales domain through collaboration with EMEIA seniormanagement, business process owners and other members of the EMEIA ITdivisional board.Developing the solution roadmap for the customer facing IT landscape tomeet the requirements of the ASSA ABLOY EMEIA division, this guaranteesthat the necessities set out the in EMEIA application lifecycle are met. Byadopting a clear vision, applications implemented are not only fit forbusiness need, using Lean Six Sigma practices to reduce waste have alsoresulted in a 10% year-on-year cost saving.Pro-actively working closely with key EMEIA stakeholders to create new,streamlined organisation to roll-out a Product Information Managementsystem across the division, delivering improved service and visibility to ourcustomers whilst driving savings upwards of €1.25m over a four-yearperiod.Using a data-driven improvement cycle to ensure the delivery of solutionsin the domain through to the business as well as ensuring correct levels ofend-to-end support services and capacity management is in place for allEMEIA IT applications based on investigations carried out with programmeleads and service delivery managers.Consistently driving open communication between all parties andguaranteeing project deliverables are met in both enterprise and productapplications for internal and external customers for ASSA ABLOY EMEIA coreinitiatives and new business areas by implementing agile principles and aflexible yet process-driven approach to development.

Kidderminster

Using ITIL methodologies to introduce a second line to the service desk empowering the staff with ownership for customer lead areas of work. Allowing greater clarity for planning in works for our customers whilst promoting best practices across the service desk to increase the company's service to our customer-base. The use of LSS practices throughout the business have made vast improvements, especially in the procurement department where we had improved process effectiveness by over 50%. Using PRINCE2 and Agile; lead projects within the business to increase the use and overall understanding of the application of technology throughout the company was also instrumental in raising efficiency levels and increased customer satisfaction. With the support of the Senior Management team, I identified root causes for issues and areas for improvement across the business. Working as a team member and project leader to develop procedures and processes to resolve a variety of problems the company had been faced with whilst working to improve services to customers and grow as a business by taking on new customers and project-based challenges. Working with stakeholders to create short, medium and long-term strategies for group and companies within the group to ensure they were on target for planned development as well working with our customers to ensure that we are on-board with any rising technologies. As well as upgrading cloud-based and on premise IT technologies to improve security, short term goals have been to work with our current Service Management provider to help the company work more effectively, utilising the software to create dashboards to monitor customer performance. To promote best practices and increase operational functions of the company; medium-long term goals to replace the companies Service Management, ERP & CRM solutions which will take a revolutionary change to the way the whole company operates.

Stourport

Ensure efficient and effective on-going operational management of the Planned Services department were carried out; making customer services a high priority whilst managing customer expectations. Project managing high profile projects for new & existing business customers. Liaising with customers, third party contractors and other departments within the company to ensure all aspects of the installation meets company policies and procedures and deliver jobs within budget and to agreed timescales. Managing a variety of engineers, project managers and administrators with a diverse skill sets to install computing systems. Organising training and developmental needs of the team through individual performance management and providing feedback through appraisal and the quarterly review processes to make certain that engineers appropriately skilled to delivery all competencies relating to their area of responsibility within the company. Delivering weekly reports to senior managers and directors to show engineers are being fully utilised, monthly, quarterly and yearly targets were met whilst meeting both customer and company performance indicators.

Kidderminster

Whilst trying to maintain current business operations and run new and upcoming projects it became apparent that MAK needed to change its management structure. Dispatched by the Service Director and using my in-depth knowledge of the company I was able to ensure project works continued to run smoothly using process models designed and implemented as Office Manager. Making sure that projects that were failing were stopped and put back on track using proven and established project management principles and themes taken from PRINCE2 practises to ensure projects ran at their optimum. Liaising with the customers, directors and stakeholders to keep project status' updated on regular intervals, ensuring project stages are controlled, met and overall being completed as planned. Through this, I was able to reinstate a level of confidence to the board and help to cement the company's upstanding reputation.

Kidderminster

Bsc (Hons), Computing - Multimedia Systems

BSc (Hons) Computing - Multimedia Systems

Qts, Qualified Teacher Status In Primary School Teaching