Responsible for Group wide Procurement, one of the principle objectives of this role was reinforcing more stringent governance and compliance with both suppliers and employees across the 26 markets that make up Digicel Group Limited. One of the principle objectives of restructuring this function was defining addressable spend (non-payroll OPEX) with 3rd party suppliers and to reduce this spend in accordance with budgetary targets. These objectives are being achieved by: reviewing the entire supplier base and identifying opportunities to consolidate suppliers; completing rate card reviews, and contract renegotiations as required, with all major/high spend suppliers as part of objective to secure discounts; redefining terms and conditions for preferred suppliers and increasing this supplier base so that they have can leverage greater economies of scale and provide lower prices; registering savings on spend as a separate general ledger code (i.e. remove from budget) for reporting and tracking purposes. This is highlighted to designated CFOs to ring-fence.The execution of this around the Group is being achieved via a matrix structure of Procurement Officers that has been put in place in the main regions and markets. The supplier mix includes mobile phone manufacturers (e.g Blackberry, Samsung, Nokia, Alcatel, ZTE), GSM Network equipment providers (e.g. Ericsson, Nera, Comverse), IT system providers (e.g. Microsoft, Oracle, Dell, Hitachi), agencies and promotional companies used by Marketing & Sales, distributors, fuel suppliers, site maintenance companies, airlines etc.

The principle objective of this role was to achieve EBITDA upside over and above agreed budget. Scope included Digicel’s Group function and 26 markets across the Caribbean and Central America. Execution consisted of on-the-ground operational and budgetary reviews throughout the financial year with market CEOs, CFOs and management teams to identify, quantify and agree upside projects together with action plans to track and deliver the same. Projects were structured inconsideration of market performance YTD against agreed FY budget and consisted of process re-engineering, organization restructuring, budget reductions (CAPEX and OPEX) and launching of promotions as well as new products/services. Upside and savings were tracked and reported monthly in separate P&L.

Defined and set up a Central/Group level IT function for Digcel and implemented a standard framework for IT systems architecture, system operations, support delivery, execution of capital projects for 5 hub operations used by Digicel to support 26 markets. Key deliverables included: Management Information Systems (MIS) reporting architecture, integrated CRM system based on Microsoft CRM for 4 of Digicel’s Customer Care operations (handling over 3 million customer calls a month), inventory management and point of sale system for over 400 stores, and IT Security Management policies and processes for all aspects of information security from data backup to standard end point security at the desktop/laptop level. Responsible for all IT capital spend, commercial negotiations, management of Group wide IT contracts including operational expenditure allocations for these contracts.

Brought in to structure the IT function and make it more business focused to support Digicel’s 16 business operations across the Caribbean (expanded to 26 since). Full budget responsibility.

production OSS (operational support systems) and MIS environments. Reported to CIO.Keys deliverables included: outsourcing of production support to third party which used onshore/offshore model, introduction of third party Helpdesk with SLA for problem management, call queuing system and web help facility for customer contact centre.

Responsible for delivery of IT systems and infrastructure projects. Main deliverable was implementation of Siebel 7.5.2 CRM platform to support customer base of over 100,000.

IT organisation Account Manager for Customer Services and Corporate Sales business units.

Focal point of contact in the IT organisation for several business units including Engineering, Group Finance, and two subsidiary businesses.

Primary focus in this role was delivery of established IT services to businesses within National Grid in accordance with agreed SLAs.

Seconded to ESIS Ltd, a wholly owned subsidiary of National Grid, to co-ordinate the IT input for a series of commercial bids.

Provided project management support to rationalise several IT support groups into a single support function. This included the rationalisation of resources and standards in the desktop PC/LAN area.

Managed team of nine other technical analysts in providing 2nd line support for IT infrastructure and business application support services for over 3,000 users. Also responsible for maintaining the IT Disaster Recovery Plan for business critical systems.

These roles collectively involved computer operations and network management for a series of IBM mainframe and UNIX system environments.

Did contract work in a series of construction and facilities management roles, namely steel fabrication, welding and installation of fire prevention systems.