Heading up the support team, provided managerial and technical leadership to a team comprised of on-site and remote resources, while creating process and structures for working more effectively with our internal and external customers.• Delivered User Sign-On of User Acceptance Tests (UAT) on a critical Proof of Concept (PoC) with a key customer. As a PoC, there were many problems which only surfaced after installation. Working with all the stakeholders, mechanical and electrical changes were implemented, software and firmware fixes were tested and deployed, and performance improvements were implemented in order to successfully pass the UAT.• Working with key stakeholders, defined a set of KPIs for each solution we offer. After KPIs were agreed, worked with Development on Enhancements to extend data captured with each solution to enable the reporting of these KPIs. • Setup a Support workspace on JIRA to provide a support ticketing system and knowledge base. Previously using a different ticketing system, I decided to sunset it as customer usage did not justify the cost and it didn’t closer integrate with the system used by the development team. Migrating to JIRA allowed me better integration with other departments and better ticketing alignment with issues had to move on to other departments.• Moved the Support team from being a zero-revenue generator to becoming 80% self-funded within two years. This was achieved through negotiating support agreements for support and maintenance work, infrastructure administration and monitoring, and additional revenue for out of hours support.• Created scripts to identify developing mechanical issues and have they flagged for maintenance before they caused serious impacts on customer environments. As an example, a script to check all robots in an environment and the number of occurrences of a specific error allowed us to schedule a robot for wheel maintenance before a wheel completely failed.

Reporting to Customer Services Manager, delivered support for public/government sector clients globally in both Saas and on-prem models. Built role out to include team training, knowledge sharing systems, process and best practice improvement and team social media planning and integration.• Taking over as a designated technical support engineer for a highly dissatisfied major customer, converted them into a net promotor (based on NPS) and maintained positive relationship over a five-year period. This was achieved through regular communication, learning their business and priorities, working with internal stakeholders on their critical issues, and monitoring their overall ticket backlog to identify issues where a colleague may need assistance or when I needed to facilitate a session with the customer to progress an issue.• Increased Product Certification within the team from 15% to 50% by running 12-week study group session. These study groups followed the course curriculum and each week a different team member was responsible for summarising the material for the group. Being the first in the support team to attain both the Cúram V7 Business Analysis and Cúram V7 Technical certifications gave me experience in the exam format and so I also created weekly quizzes on the material covered during each week of the study group. • Delivered a 20% improvement in time to resolution of customer support cases by implementing process improvements in the support case life cycle, including alerts when defined thresholds were reached; colleague review and coaching on identified support tickets; and daily team stand-ups where complex issues could be brainstormed in a group setting.• Implemented a customised training plan for the team that optimised specific team development and resulted in increased engagement, higher-performance and average annual training hours to more than 200% of the organisational average.

Reporting into the High Performance Computing (HPC) Manager for EMEA region, supported projects across the globe in all phases of their HPC Cluster installations. Further expanded the role to include the installation of SAP Business Warehouse Accelerator (BWA) and SAP HANA computer clusters.• The installation, configuration, and deployment of the HPC Systems heavily relied on a piece of software called xCAT and customers began asking for specialised training for the product. To meet customer needs I planned, developed, and delivered a two-day interaction training course to customers across Europe, the Middle East, South America, and the Oceanic regions.• Showed technical and personal flexibility to single-handedly install a HPC cluster at a site in Cyprus, including the physical installation, network configuration, storage setup, administration servers, and scripts for automatic deployment and customisation of compute nodes. This required a month on site, only finishing up and returning home on Christmas Eve to ensure project was completed before end of year.• Demonstrated resilience and persistence to successfully deliver a training course in Dubai. After being unexpectedly stuck in Dubai airport for a night after arriving, and then encountering a hardware failure when preparing the training environment, I worked through the night to ensure the training proceeded as scheduled.• Performed performance benchmarking and optimisation on a world’s top50 supercomputer. This involved server optimisation (minimising OS footprint across 1000+ compute servers), running burn in tests to identify problem hardware (such as server memory or Infiniband network cabling), and performing the linpack benchmark testing.

Handled much of the day to day running of the company in line with strategy and targets set by the co-founders, including record keeping; customer agreements; coordination of installations, servicing, and repairs; stock management; invoicing; managing payroll and tax compliance.

Engineer Technician for System P and System Z products.

Hardware testing of System p and System z products.