John Ziebart Email & Phone Number

London, England, United Kingdom

• Led global Service Management for Commodities Technology (>50 applications), fostering adherence to ITIL processes and expanding responsibilities to FX and Rates technology areas.• Pioneered the establishment of Problem Management in Commodities Technology, resulting in a reduction of Major Incidents and increased focus on root cause analysis.• Produced high-quality supporting documentation, including quick reference guides and detailed process documents.• Enhanced adherence to the Change Management process, conducting twice-weekly Change Advisory Boards. Achieved greater control of the production environment and improved stability amid a high volume of technology changes, reducing Emergency Changes across Commodities.• Recognized Subject Matter Expert in Change Management and Servicenow.• Accountable for producing and refining Management Information Reports with a greater business focus, fostering a service-oriented mindset among support and development colleagues.• Key point of contact for centrally-managed technology initiatives, including the "get to green" program and Configuration Management.• Managed organisational restructuring under a new Target Operating Model, ensuring seamless support without compromising service. Recognized as the Service Management focal point for technology, leading successful initiatives in the program.• Collaborated with regional "Run the Bank" managers on SDLC, service introduction, and decommissioning projects, facilitating a shift in focus from Commodities to more profitable investment areas.• Worked alongside the Operational Risk and Control team to address operational risk events linked to process breaches, assisting in implementing controls without impacting service delivery.

London, England, United Kingdom

• Engaged on a large organisational change project within a newly formed team providing global reference data to the bank. • Primarily responsible for production of improved Management Information and metrics. Responsibilities include GAP analysis of reports, tools and available data along with reviews of existing SLAs and future MI requirements. • Distilling large amounts of data, of varied quality, leading to standardised and streamlined reports (a combination of tactical and strategic solutions) designed to measure services provided to previously distinct business areas. • Liaising with the Business Process Reengineering Team to ensure new reports and future service improvements were in line with the Target Operating Model.• Matrix management and education of small teams of offshore colleagues (primarily Bangalore).• Requirements gathering and documentation for new releases of support tools. Coordination of associated UAT and communication of changes / benefits to wider user community. • Introduction of improved operational risk and controls matrices.• Business areas covered: Securities and Custody Services, Global Banking & Markets (Equities, Derivatives, Fixed Income, Rates).• Conducting reviews of existing SLAs and producing more streamlined, service-focussed documentation relevant to customer needs.

A year out of the rat race travelling and doing voluntary work.

Initially employed to raise ITIL awareness and embed Change Management best practice within the team and establish Problem Management from scratch. The aim of this was to achieve a higher level of control and stability across critical applications (Change Management) and ensure root cause analysis was being effectively carried out. This enabled development resource to be prioritised in order to resolve underlying infrastructure problems (Problem Management) rather than simply fixing the symptoms which manifested themselves as repeat incidents (Incident Management).Role extended to cover Service Level Management and Capacity Management initiatives. This includes provision of critical Management Information delivered as part of the Front to Back Feeds Programme. This is designed to clearly identify, document and track the end to end flow of data from upstream applications through CPO supported applications and on to end users, thus enabling more effective management of our customer SLAs. Later engaged as Service Manager of Intellisuite global service, heading up a regional support team providing 1st, 2nd and 3rd level support. Intellisuite is the bank's primary reconcilications tool and is used by a variety of Operational functions located in London, Singapore and New York. As a result of my consultancy experience, I was called on to complete a fact finding mission as part of Lehman's integration. This piece of work was crucial in deciding how to bring together two teams of Reference Data specialists into the Barcap support model. It involved interviewing large numbers of people, establishing day to day responsibilities and producing a report with recommendations relating to team size, task transition etc for Senior Management.

Employed as an independent ITIL consultant specialising in process improvement, maturity assessment and gap analysis. Also engaged as an independent associate with TORI Global, a consultancy specialising in ITIL within the investment banking arena.Recent project completed for BNP Paribas (BP2i). This involved:Maturity Assessments of Capacity, Configuration, Financial and Problem Management processes.Documentation review and gap analysis of existing Problem Management process.Conducting "perception" interviews with clients and IT service delivery teams.Production of a report and presentation containing people, process and technology recommendations for improvements (quick wins, medium and long term).I continue to maintain a relationship with this organisation should ad hoc projects become available.

Key role driving Reuters' internal service management transformation on a global level, with particular focus on implementation of change management processes. This included initial consultation and business analysis, requirements definition, facilitating workshops with key user groups and business stakeholders to define and address issues and concerns and deliver workable solutions. Participated in and ran process maturity assessments designed to baseline the organisation's operating procedures compared to ITIL best practice.Developed an interim change management process and tools strategy and promoted this, both to end users and the service delivery management team. Improved the change management tool and its GUI in order to bring it in line with ITIL principles and managed the rollout to approximately 300 delivery employees. Organised User Acceptance Testing (UAT), documented test cases, collated results and fed back actions to the developer., Produced education material and ran workshops and teleconferences promoting new initiatives, process improvements and tools training.Launched an improved Change Advisory Board. Clarified and streamlined the emergency change process to enable more efficient handling of emergency changes. This included educating end users in emergency change definitions. Introduced change freezes at critical periods, such as year end, to improve service stability.Successfully transitioned operational change management into the EMEA Service Delivery team. Worked with other geographies to create a "virtual" team, with a follow-the-sun approach to change management.Provided Management Information Metrics measuring successful, failed and emergency changes and highlighted deficiencies in reporting data.

Responsible for the end-to-end management the EMEA instance of the global CRM Siebel service and its interfaces, used by up to 30,000 IBM employees in EMEA alone. The deployment of Siebel in IBM is the biggest in the history of the Siebel application. Directly lead a team of 4 service analysts and a virtual team of problem and change analysts based in India who execute non customer facing aspects of the problem and change process.Successfully achieved SLA availability targets of 99.5% despite a number of ambitious deployments over the last 12 months. This included a complete architectural restructure to enable a move to version 7.5 of Siebel, incorporate unicode for Asia Pacific users and implement IBM's On Demand strategy. This was achieved by driving strict adherence to change and problem management processes, maintaining Operating Level Agreements (OLAs) between internal suppliers and working closely with the Service Desk to ensure that major incidents are managed effectively, appropriate support teams mobilised and the incident quickly resolved. Managed the risk of IBM's strategic off-shoring to Bangalore and the associated changes to the service delivery organisation by working closely with the senior management team, feeding back issues, providing support and guidance to the new team in Bangalore and handling escalations relating to work quality.Used the knowledge gained in both ITIL best practice and service management of the Siebel environment to provide consultancy and advice to commercial customers, including a major Dutch bank Rabobank.

Led a team of 30 change analysts supporting multiple accounts both internal to IBM, and commercial. Established as subject matter expert on the EMEA change process and local work instructions. Drove compliance to these processes in order to achieve key performance indicator (KPI) targets. Developed process improvements such as standardised change request form, risk assessment model, and model change records.Ran service specific Change Advisory Boards (CABs) and attended infrastructure CABs to ensure risk to service availability of implementing changes was minimised.Collaborated with other Service Management competencies to ensure synergy across the organisation and across geographies where necessary.Following the introduction of the new Service Management Delivery Centre (SMDC), designed to position IBM as a more process driven organization, took the lead in working with other change analysts and the senior management team to minimise the impact of organisational change on both individuals and services. As Account Transformation Lead, personally owned and managed the transformation of a number of internal services and commercial accounts to the new SMDC model. Used standard project management principles to achieve this. Documented and addressed any specific service issues, particularly relating to customer satisfaction, to ensure that these were not compounded by the organisational change.Regularly presented account transformation status to the management team and made recommendations for reducing cost, improving resource distribution and eradicating duplication of effort across the Change Discipline.

Ba Hons, French And Linguistics

Gcses / A Levels