Louise Guy Email & Phone Number

Edinburgh, Gb

Glasgow, Scotland, Gb

Stepps, Scotland, Gb

Continual development of our Digital Partnership, identifying opportunities to grow, celebrating successes and challenging and testing our partnership ways of working to enhance customer experience and drive Scottish Water's purpose to Support a Flourishing Scotland.Develop and continually review the Scottish Water Digital Business Plan in collaboration with key stakeholders.Engage our people through communications and events to stay connected, promote wellbeing and share experiences, knowledge and successes.

Stepps, Scotland, Gb

Successfully delivered a first version Digital Academy for Scottish Water by leading a cross functional and cross Partnership team to get this in place in just 6 weeks.Implementation of Target Operating Model for the Digital Directorate, identifying gaps, risks and issues and developing plans and actions to resolve or mitigate.Aligning the directorate business plan with strategy, developing strategic goals and focus areas to move Digital to their target operating model and work in partnership with our IT Partners.

Stepps, Scotland, Gb

Maintained a network of senior stakeholders, regular interations on the ground and getting IT round the table at various customer forums to identify opportunities and give additional focus where required.Developed a team of Business Service Analysts to work as a hybrid of Business Analysts and Demand Managers, each aligned and focusing on specific business areas. Working with IT Partners to develop cross organisation processes on identification and fulfilment of IT demand. Introduction of improvements from opportunities identified in open sharing forums with IT Partners, members of IT Teams and our internal customer voice.Implementation of standard IT Equipment policy to ensure our employees get the right tools for the job, reducing governance hurdles and time to deliver.Reduced IT adhoc spend through focus on areas of high turn over and implementation of guidance and support.

Stepps, Scotland, Gb

Implementation of a new function within the IT department in Scottish Water. I was brought on board to provide sharper focus on internal customer engagement and planning of business demand. I successfully developed relationships at a strategic level to shift perception of the IT department to a key part of the organisation:- Develop a new team of IT Business Service Managers (Relationship Managers) - Developed and nurtured strategic partnerships with key stakeholders to deliver the technology required to support business plans and objectives - Led on service improvements within the delivery processes for day to day technology demand generated from within Scottish Water - Implemented IT Service Catalogue and associated processes in accordance with best practice - Introduced a customer engagement and feedback framework including customer forums, driving collaborative working with our Business

Reading, England, Gb

My role in Technology - Service Operations covered the planning and governance of all demand on the Service Operations organisation.- Development of the Planning team to be the front door into the newly structured Service Operations organisation and custodians of the demand plan.- Aligned departmental and team processes and responsibilities with cross business strategy and delivery plans.- Introduced Resource Planning across the Service Operations organisation.- Input to the to development of comprehensive dashboard for Service Operations.

Reading, England, Gb

Supporting the Technology directorate transformation plan by driving process and people changes across Service Operations and building internal customer relationships - Relationship creation, building and maintenance cross departments and with internal customers. - Strategically aligned Process Improvements in the Technology directorate. - Assured the delivery of operationally acceptable Projects through shaping of the delivery processes. - Use of operational and delivery knowledge and experience to influence acceptance of new ways of working. - Aligned Delivery and Operational priorities to drive reduction in time to market and associated costs for new propositions and services. - Thorough planning and presentation of changes, followed by benefit realisation activities. - Introduced Impact Assessment process across department to promote early engagement of Operational Teams with the Project Lifecycle. - Improvement of Service Catalogue through implementation onto CMDB service.

Reading, England, Gb

Delivery of business use IT services into operational support and supplier management teams: - Management, ownership and acceptance of new service and change to existing services through interaction with Project and Support Teams working to the O2 Change Process. - Reduced time to market through implementation of process improvements. - Reduced costs through development of single gate of delivery into operational teams. - Developed resource planning processes across support, development and delivery teams. - Implemented appropriate governance and auditing activities for all services being delivered. - Supplier Support Contract negotiation to underpin O2 internal SLAs and OLAs. - Develop and maintain Supplier relationships to maximise performance and cost benefits. - Repaired and built on customer and supplier relationships to deliver service efficiencies and improved perception of service delivery in the O2 Retail estate. - Resource and team structure changes for support and development teams to underpin accelerated delivery process. - Development of one impact assessment process across support and development teams via single access point, ensuring assessments were relevant and accurate and reducing overall impact of Projects engaging operational teams too late in the Project Lifecycle.

Leeds, West Yorkshire, Gb

Service owner for key Housing systems and interfaces, to ensure delivery on time, within budget and to agreed quality standards. With the main application holding details of 65,000 properties and their tenants and catering for 800 concurrent users and 8 main customers sites. - Managed relationships and priorities between the key stakeholders involved in the success of the system. - Managed all system changes, upgrades and development ensuring the strict management of business risk. - Set up interfaces with suppliers to drive delivery of the data required for CPA rating of “Excellent” for Leeds City Council. - Enforced necessary use of regression testing for large software changes achieving support for my “Right First Time” philosophy. - Built relationships with customers and internal teams in order to deliver required and achievable service. - Implementation of Change Control to the application team to allow for accurate workload planning and risk management. - Successful planning and delivery of server migration for the application and all associated data and interfaces which improved performance and customer experience

Reading, England, Gb

Management of O2 Billing applications and associated interfaces, ensuring an effective and well-managed service was provided to the O2 business community.- Oversee all elements of Bill Production for O2.- Define and agree SLA/OLAs with business areas and responsible for delivery against these targets.- Define and agree all Service Management processes such as service continuity and capacity plans.- Supplier Management including budgets and contracts.- Provision of impact and risk assessments.- Development and planning for the future use of the applications.- Accountable for Cost of Failure through the end to end management of application availability.- Management of Test Assurance Team who provided an assurance service for large volume customer discounts through all O2 Billing systems.- Overseeing project to migrate data and billing processes for 136,000 customers from one system to another whilst assuring no impact on the customer experience.- Management and shaping of new service assurance team.- Minimising major incidents on billing system through application of service improvements.- Part of task force team for reducing all billing issues across the business.

Support of Customer Care and Billing system developed by TelesensKSCL with specific responsibility for the management of end to end support for Eircell (now Vodafone Ireland) and BTCellnet (now O2).- Customer Relationship management- On the job training and development of junior support analysts and programmers- Latterly- based on client site to align support process with service management disciplines, up-skill teams on the use of the billing application and resolution of incidents and reduce client spend on supplier support