I manage the Business Applications Team and the Employee Administration Team, working on the iTrent HR & Payroll System. As well as BAU support and project work, there is also a focus on improving existing processes within the teams. I have managed switching over iTrent to the Electric theme and the migration of the system to new servers.

I managed the team responsible for the support and administration of cloud hosted HR, Payroll & Finance systems for several client accounts. The team provides front line support, manages second line referrals, delivers a schedule of monthly BAU activity and small scale project work.My role requires me to liaise with internal business teams, third party suppliers and clients, both onsite and offsite, through daily contact and scheduled meetings. I also act as an escalation point for our clients. As well as managing the team, I am involved in improving the planning, procedures and governance around systems support. Since arriving, I have improved the focus of the team and removed some of their existing distractions. I have also introduced a schedule of work.

This team was responsible for both project development and production support across four separate life policy administration systems (including Paxus & Capsil). My role involved:• Line management for up to 14 developers.• Balancing the demands of daily BAU support & ongoing project development• Ensured project deliveries remained on track & engaged with appropriate parties to resolve issues.• Key stakeholder management – liaised with business contacts, resource managers and project managers, some of whom were based at other sites, both onshore and offshore.• Successfully managed projects using the full waterfall development life cycle, including the migration of cheque production from mainframe printing onto new desktop publishing technology.• Managed the calendar year end processing. This would be treated as a project each year due to the changing bank holidays, business & resourcing needs and additional processing required.• Annual upgrades to the Trent payroll package also involved planning, resourcing and liaising with remote business teams, network services and third party software house to deliver the upgrades. • Coordinated the estimation and scheduling of new project work, which regularly involved resolving the business requirements and scope, prior to estimation and resourcing of appropriate staff.• Mindful of commercial considerations and treating customers fairly (TCF).• Ensured staff were fully utilised with work.• Ensured systems availability achieved SLA targets. Managed cover for both the online day and overnight support. Acted as an escalation point overnight.• Provided a weekly team progress report to management, highlighting risks, issues & solutions.• Successful recruitment of both contract and permanent staff.• Staff development through the performance management process. Held regular performance appraisals with team members. Encouraged cross-skilling.• Supported and resolved issues for the team through a periods of significant.

• Delivered enhancements and regulatory change to both the Paxus Life and Capsil administrations systems. • Awareness of timescales, deadlines & budgets.• Estimation of new pieces of work. Regular contact with members of the business teams to firm up requirements.• Involvement in the full project life cycle – analysis & design, coding, testing & implementation. • Key pieces of work included the introduction of Faster Bank Payments, MI reports, Annual statements and the Introduction of Bar Coding on Customer Correspondence• Production Support for the Capsil administration system, including overnight support• Delivered changes to customer correspondence using the Laserserve package.

• Worked on a several project teams providing enhancements to their COGEN general insurance system. This CSC package was tailored to provide commercial products such as factory cover, goods in transit and premises cover for retail chains.• Projects included new product development, batch performance improvements and Micro Focus evaluation.• Exposure to the Rapid Application Development (RAD) methodology on the Direct Sales project. This included prototyping and refining over several iterations.• Supervised less experienced developers and liaised/coordinated with other teams• Seconded for six months to the IS Transformation Project. Working with consultants from both CSC and Ernst & Young, this project developed new working practices for the IT Department, and allowed me to develop the skills to facilitate workshops and presentations.