Johnathan Scott Email & Phone Number

Manchester, England, Gb

Manchester, England, United Kingdom

Took on the challenge in the organisation to primarily develop an under performing global team, look at ways of working inc statistics performance and to streamline processes globally. Solo point of contact in the Manchester Head Office to manage, my global team, problem fixes, change management, incident management, 1st line fixes, project work, asset management, third party meetings with suppliers and processes.KEY ACHIEVEMENTS• Global Team Management – Managing on a region basis from America to China, ensuring consistent processes are followed in all offices by creating a knowledge based article for all analysts. Working with infrastructure to create a report using Power BI in relation to Team stats. Ensuring incidents are being recorded via ticket process and SLA’s are being met within the timescales. Any escalations in whichever region that are managed by the member of the team and then sent direct to myself to oversee and close. • Incident, Problem and Change Management – Led by myself and carried out daily ensuring everything is logged and tracked accordingly together with meeting SLA’s. Tracking of successful fixes and maintaining records of common issues across the globe should they arise. Host weekly CAB meetings to ensure any service impact is agreed with the relevant stakeholders. • Streamlining processes inc Vendor Management – Review and implemented efficient processes for all analysts to comply to regardless of the region they work/support. These have been tested and service has become measurable to track progress which are now represented in the KPI’s.• ISO 27001 Qualified – Provide leadership and oversight for ISO 27001 compliance within the IT Service Desk function. Ensure that global support activities align with ISO 27001 standards and policies.

Manchester Area, United Kingdom

Ensure on a day-to-day basis that all my 15 customers/clients are experiencing the full service offer I provide. Such as cost management, incident management and weekly/monthly reporting on key metrics for our service. Own STAC (collection of tools to complete the project) tasks per customers to ensure all their needs are met.KEY ACHIEVEMENTS• Weekly/Monthly SMR (Service Management Review) Meetings – For Execs and for Service Management of our business and Execs of our customers. Highlighting key information together from our internal systems and presenting them to my customers inc; cost saving opportunities, ticket volume and SLA/KIPs so that high standards are maintained at all times.• Account Management – Working closely with the accounts team to ensure the invoice process is followed for all my customers/clients. Customers have a single version of the truth at all times.• Managing escalations – Clearly communicating and supporting teams within ANS to work collaboratively to problem solve and support queries and challenges, often as they arise. Owning end to end solutions for the customer/client and following up so all parties are clear on progress and next steps.

Manchester, England, United Kingdom

Lead a team of 12 advisors. Ensuring all our customers are clear of our Funeralcare plans, products and services that work for them and their needs of their families. Conducting regular 121s with our advisors together with QA checks on levels of service and regular coaching sessions.KEY ACHIEVEMENTS• Development of advisors – Identified and Developed subset of the team who wanted a stretch to shadow myself and peers to learn management skills, coaching and processes. Many have now progressed onto senior levels and beyond.• Portal creation – Lead on the initiate of using a portal rather than the post room for standing up Funeralcare Plans. During COVID this strained the team and so establishing a portal reduced the burden on the team and now digitalised this saved a lot of time so the advisors could spend more time with our clients.• New Starter Process – Lead on recruitment together with creating a quick and efficient set up and end to end process for new starters, working with third party agencies to select the right candidates suitable for dealing with such sensitive calls.• Ensuring IT provided equipment within SLA - I liaised with our IT department and used my stakeholder skills to negotiate on refurbed laptops and saved the department over 50k.

Stockport, England, United Kingdom

Played a vital role establishing a new service desk, together with upskilling and providing structure to a new blended team of IT Analysts and on the road Engineers, whilst in a global pandemic – together with dealing with Executive members of the business.Reason for a short contract was due to being brought in to set up a desk with the right people, processes and controls but, due to covid-related impacts, requirements had changed significantly in a short time and required other specialisms.KEY ACHIEVEMENTS• Service Leader - Built up a team to ensure significant performance was improved after 4 weeks by 66.6% - which resulted in a third of the calls remaining which ensured SLA’s were being met and the customer experience more enhanced. The team were focussed on the job in hand and understood why targets had to be met. • JML Process – Given the current global pandemic, redundancies and cost saving within the business there was over 500 pieces of equipment outstanding which needed to be located and brought back in house. Over the last 3 months I was able to retrieve 90% of the equipment which was then moved onto other new starters together with other colleagues who needed kit to work remotely. Overall this reduced costs by approx. £200k.

Manchester, England, United Kingdom

Leader within the transition management team to integrate Coop IT Service Desk to be offshored to TCS Service Desk. Continuing to maintain 5* customer service and to reduce impact for a smooth transition.KEY ACHIEVEMENTS• Service Transition - Providing feedback on recent and planned future changes whilst providing evidence on supporting or a decline in actions and helping the team adjust to new changes with up-to-date knowledge guides and testing. • Transition Knowledge - Working with the service transition team for the Food Business, giving feedback on planned future changes, providing evidence on supporting or decline actions and helping the team adjust to new changes with up-to-date knowledge guides and testing. • Problem Management – Identified issues as part of the transition journey where offshore analysts are not following the correct procedure. I Interacted with offshore management to give further guidance and to highlight the root causes for the issues and resolved both issues and underlying (root) causes. This resulted in less escalations and an improved overall call quality. • Reporting for Co-op Stakeholders and Management - Trend/Report Analysis, running reports using HEAT (Co-op Logging tool) and data files to show trends positive and negative results to then Engage key stakeholders to resolve issues and improve future service.

Manchester, United Kingdom

Working as part of the management team to improve services and provide 5* customer service for the IT Service Desk. Leading change across the teams by improving colleagues call statistics and training them to an advanced level of customer service and knowledge. Furthermore working as part as a team to ensure customer service is at a high standard and also to keep calls well within SLA and monitoring my own KPI’s.KEY ACHIEVEMENTS• Co-op to BT Problem Management – Monthly review of BT Problem issues from stores that have underlying communication issues which is causing major BAU problems. Collecting data from previous months and identifying trends which may be causing these issues.• Resourcing Reports – Generating data from day to day on how many calls the desk have received by using KPI’s from different systems to generate a report. With this data collected it will be analysed and sent to Senior Management on a daily basis.• Text Alert Process – A process which is used to send out communication to the business if there are any high impacting issues which can cause a Major Incident (MI) or a high level SLA which would impact Distribution sites.• Cross Skilling – Utilises all analysts across the desk to deal with any customer within the business, whether this is internal or external. To reduce the SLA and meet the KPI’s that the business implements.

Manchester, United Kingdom

Working as part of a coaching team to improve call quality of the IT Service Desk by December. Leading change across the teams by improving colleagues call statistics and training them to an advanced level of customer service and knowledge within the desk. Also working as part as a team to ensure customer service is at a high standard and also to keep calls well within SLA and monitoring my own KPI’s.KEY ACHIEVEMENTS• Coaching a Team. Reviewing call quality and ensuring constructive feedback is given back to the team. Listening in to calls across various teams, advising on how improvements can be met by spending time with the team replaying their calls back to them and working on a progress plan for all individuals. Acknowledgement from Senior Management was emailed out across the wider team to show as coaches we are achieving great results taking this new project on board. Call quality improved on the Service Desk from 80% to 90% over the space of 8 months.• Self Service Promotion in Angel Square. Tested the Self Service portal before launching across the business. Promoting at the Self Service portal in the atrium of the head office and its benefits to the business functions. Encouraging feedback from all colleagues approaching the stand. Self Service went live on 5th November 2014 and has continued to benefit all employees together with the Service Desk due to reduced volume of calls coming through to the Desk.• Training Out New Initiatives. Having been trained on this system and training others on how the system works, together with a member of Senior Management we promoted the new system in Angel Square for all internal members of staff. Quest Password Manager is a new method of logging into VDE systems internally with minimal fuss and through a secure network which will aim to reduce the number of calls coming through the desk.

Manchester, United Kingdom

Working as part of a team to resolve IT issues and queries from sometimes challenging colleagues or complaints from all Co-op food retail stores and supporting distribution centres, particularly in high-pressure situations, whilst delivering a 5* service at all times.KEY ACHIEVEMENTS• Call and Service Improvement. Constantly improving my analyst performance statistics on a monthly basis. Working closely with the Service Desk team and 2nd line resolver teams to resolve business critical outages and return to business as usual to minimize or prevent any loss to the business. • Identifying Customer Requirements. Able to be proactive and hold a high fix first time rate, while working within the scope of agreed SLAs at all times. Supporting management and day to day activities, allowing the service desk to focus on call analysis to improve customer service to reducing impact to the customer. • Senior Management Reporting - Proactively sending a report of the E-POD system (tablet for click and collect)and out of date context to senior management as I noticed the SLA was over 330%. As a consequence of my actions the case is now closed and will not be re-opened, E-Store Pods are being removed from stores so this incident is getting resolved.• Liaising with 3rd Party Suppliers. When assigned to manage incidents regarding BT supplied router and ADSL communication, I take ownership of the call. I perform my first line checks thoroughly, and if an escalation is required, liaise with BT to get a resolution remotely or an engineer on site as quickly as possible, whilst maintaining communication with the store to help minimize the impact of the issue. Furthermore I take the responsibility to chase up any delays to ensure the stores can still trade and operate as quickly as possible. • Training New Starters. I draw on my experience to train and support new starters.

Business Management, Business, Management, Marketing, And Related Support Services

2B, 1C

3 A-levels, including Diploma in Financial Studies, IT Management, Marketing and also IT Studies.

9 Gcse’S, Grades A-C Including Maths, English And Science.