Mark Everitt Email & Phone Number

Winchester

• Led the Service Design and Transition on a high-profile IT technology refresh program at Arqiva in Winchester.• Produced Service Design, Requirements, Transition Plan, Acceptance Criteria, and Early Life Support Approach.• Ensured operational handover with Knowledge Transfer planning and implementation for seamless service delivery.• Worked diligently to align service delivery with Business Requirements and ensure full support.

Time to enjoy Spain and Japan with the family.

Fleetwood

Design of the TOM, Organisation and ITIL Process Model Responsible for the build and implementation of a new Service Management capability to support a Multi Supplier Model (Hosting, MIS, Networks, Service Desk)Selection, configuration and implementation of the ITSM Toolset including implementation of Service Catalogue and integration with supplier toolsets.Design and implementation of a Governance Framework including documentation of the Terms of Reference for the Strategic Partnership Board, Service Review Board & Change Advisory Board.Design and build of the NHSBSA Pensions Service Desk including exit management from incumbent supplier (transition and knowledge transfer)Operation of the service before transferring fully to the BAU operations

Bracknell

0365 / Windows 10 Global Deployment - Service Management Workstream LeadLeading Resolutions is a business focused IT consultancy and advisory who I am very proud to have strong associations with. The Leading Resolutions leadership team and senior consultants are experienced industry IT practitioners who collectively have run large IT blue-chip operations and delivered numerous complex projects covering merger activity, organisational transformations, creation and launch of new services, capabilities and operated in multiple sectors. Leading Resolutions are focused purely on getting the best, most efficient and cost effective solution for their clients on time and to budget. Leading Resolutions are delivery specialists, accountable for outcomes and expert in linking business strategy with technology

Fleetwoord

SIAM Design, Target Operating Model, Operational Design, Process Design, Supplier Selection (RFP), Contracts

Manchester, United Kingdom

SIAM Service Design and Transition Consultant across a number of key outsourcing programmes including Data Centre, Data Networks, Voice and DesktopDesign and implementation of the Supplier Governance FrameworkEstablishment of the SIAM framework and in house ITSM capability

SIAM Service Introduction / Transition Lead for the Global Outsourcing Programme (Outlook) for IT Services including Voice & Data, Infrastructure, Data Centre and ApplicationsAs part of this Programme TNT has implemented Service Integration and Management (SIAM) as a set of capabilities designed to enable Global IT to manage the integration and performance of its global service providers. TNT has contracted third parties to deliver IT Services but will maintain an in-house capability to ensures that these various components of IT are knitted together so that the business receives a seamless IT ServiceScope to date has included;• Service Provider selection, RFI/RFP, Due Diligence and Contracts• Creation of the SLA Framework• Organisational design of the SIAM retained organisation required to support the Target Operating Model (TOM) including sizing• Creation of the Support Models for transition and service commencement• Design of the SIAM process model for Service Operations and Solutions Delivery• Agreement and interlock of the SIAM process model with each of the Service Provider solutions.• Transition and cutover planning and activities• ITSM Toolset integration• Development of the collaboration framework between all Service Providers• Service Introduction including Early Life Support (ELS)

Worked with ATOS as a Trusted Associate to deliver Service Management Consultancy to TNT ICS Express as part of its global organisational transformationWork Packages included;• Design and implementation of a new 24x7 Global Major Incident Management Process and Function • Benchmarking of the levels of service provided by the Central Service Centre. This was already an HDI award winning service desk, however areas for improvement were identified and implemented.• Project to improve the stability of a suite of critical applications providing business services on a global level. This was a key strategic service stabilisation programme for TNT during 2012. Focus was around improving availability, time to repair, time between failure & transaction speed.• Implementation of Dashboard style management reporting linked to the Service Management tool (Service Now and Mirror 42)• Review of the global Problem Management process and organisation

Responsible for the Service Design, Implementation, Contract Management, Financial Management & Ongoing Service Delivery for both the Knowsley and Stoke, Building School's for the Future (BSF) Programmes. This covered over 100 existing schools and 23 new build schools and academiesMain responsibilitiesTo deliver this large complex contract to the required service level agreement while keeping to budget and minimising exposure to financial penalties.Contributing to the continued growth of the business and maximising customer satisfaction by taking overall ownership for the service delivery of the contractEstablishment of the Managed Service and associated operational processes and monitoringFinancial management, including Budgets, Cost Centre and P&L account management in excess of 10 millionInvoicing & ReportingManage the relationship between RM and its customers at both a Local Authority & Centre level.Responsibility for the overall Service Improvement PlanOperational Management of the team and servicesTransfer of staff through the TUPE process.

Reporting to the Head of Service Design & Introduction, responsible for the development of Support & Delivery processes to support a large financial merger and banking transformation programme. I was responsible for the following;Ensuring that Service Management principles were embedded and considered throughout the project lifecycleEstablishment of relationships with key stakeholders & suppliers to ensure a smooth transition into the live environmentCreation of Service Design Packages to support the delivery of products and services into the live environmentProvide expert Service Management input & guidance throughout the project lifecycleIntroduction of Service Catalogue

I was employed on a contract basis as a lead Service Design & Transition Consultant working directly to the Head of the Service Design. Responsibilities included;Definition of Service Design & Introduction processes and templates relating to the Service Design PackageTo work with IT to develop robust and efficient IT Services in line with customer requirements and to ensure that IT Operations have the capability to manage and support those services throughout their lifetimeProvide support and governance to Projects to enable seamless transition of all new or enhanced services into operation without detriment to live serviceAlign new services to the service strategy / target operating modelDesign services to meet current and future requirements

Senior Service Delivery Manager for the Carlsberg & Arla Foods accounts in the UK.Responsibilities includedIntegral part of the account planning / delivery support strategyTransition of existing customer support for Infrastructure to be IBM supported, including creation of Interim Service Plan to ITIL standards.Manage delivery of service to contract standards and client measurements.Management reporting and presentation at regular Customer Service Reviews.Proactive monitoring of the problem and change process, managing issues and alerts.Part of the Change Advisory Board (CAB), providing input, agreement and resource.Ensure positive customer satisfaction and relationship maintained.Drive service quality and improvement.Management of subcontractors / third party suppliers.Identify / Respond to requests for new services to help grow the business.Ownership of the Service Improvement Plan.Responsible for business compliancy and audit readiness.

Project based role that involved the management of the Cost / Sub Contractor Takeout and Strategic Reskilling programmes within IBM as part of the move towards an Assignment Based Organisation. Recognised by the Director of IBM Service Delivery, EMEA for my achievements and success in migrating the business to be fully assignment based with all associated cost savings achieved

This was a large-scale outsourced service desk operation delivered by IBM for AstraZeneca with support provided both from within the UK and Off Shore.Responsible for the end-to-end service including management responsibility for a team of 150+ staff.Budgetary responsibility including all costs and associated revenue targetsOwnership of the Service Improvement Plan.Implementation & improvement of the Incident, Problem, Change, Release and Configuration ITIL framework in relation to the Service Desk.Implementation of Proactive Problem Management and establishment of the Known Error Database as part of the Incident / Problem reduction planSingle Point of Contact for Internal Support Groups and the Customer for service issuesDay-to-Day Management of the Service against stringent OLA's and SLA's. Management of 3rd party suppliers

In this role I was responsible for the service design, implementation and service delivery of the European Service Desk.At the time this was the largest and most complex pan European account managed by IBM, providing a Centralised outsourced support solution across 18 Countries and 19 languages.This role carried with it a high level of European Travel requiring attendance at service reviews in each country on a quarterly basis. My responsibilities includedSingle point of escalation for all service related issues.Implementation of the EMEA Service Desk solution, including recruitment, process agreement, training, selection of the Integrated Service Management tool and creation of the underpinning CMDB.Reported directly to both the European Service Delivery Executive for IBM and the European IT Director for Pfizer.Responsible for development of OLA's and SLA's Member of the Change Advisory BoardManagement of Third Party Suppliers.Ownership of the Customer Satisfaction Process - Achieved a customer satisfaction measurement across Europe consistently over the 90% markFinancial Management of the Service Desk budget.Awarded the IBM EMEA Leadership Award for outstanding leadership and commitment to the business.

Upon joining IBM I was immediately given management responsibility for the most complex Outsourced Service Desk managed by IBM in the UK.Over a period of time, I increased the scope and associated revenue of the service and turned it into the most productive Service Desk within IBM at that time.Second Line Management responsibility for a team of 130 Implementation of ITIL based processes, Service desk, Incident, Problem, Change, Configuration and Release Management.Engaged directly with the Customer at a Senior Level and increased the overall scope of the service.Established the Management Reporting System and Service Level Management reporting.Ownership of the Service Improvement PlanEstablishment, Review and Management of OLA's & SLA'sIntroduction of a Self Help Tool Set and Known Error Database as part of the Service Improvement Plan focused on reducing the number of Incidents and Downtime.Management of the consolidation of the IT Infrastructure as part of the business merger of the two companies

Implementation and management of the Skills Centre 2nd Line support desk as part of the overall Service Desk solution. Presented with the British Telecom Leadership Excellence award for pioneering and engineering support for Mobile Workers.