Mark May Email & Phone Number

England, United Kingdom

Birmingham, United Kingdom

Birmingham, United Kingdom

Birmingham, United Kingdom

Birmingham, United Kingdom

Responsible for over 250 Atos colleagues in multiple UK and offshore locations in conjunction with an outsource partnership delivering the design, build and operation of Atos UK core and customer dedicated networks, data centres and communication services. The business unit has an annual operating budget c£130m on a 'net zero' P&L basis for internal and 3rd party network related spend within the UK & Ireland.

Birmingham, United Kingdom

Leading a team of over 100 colleagues I was responsible for the 24x7, 2nd and 3rd Line Support, Provisioning and Change Management for Atos UK/I Network and Voice Services. In addition the group was responsible for the network economics and revenue recovery for the use of the shared services platform to Atos accounts running a P&L on a 'net zero' basis with an operating budget of c£12m.

Providing support to Service Delivery organisation on programmes and projects relating to systems and strategy; including Work Force Management System, Microsoft Collaboration roll-out, Think Tank (C&WW strategy review) and Service Delivery 5 year plan.

Responsible for the direct line Management for NGP, Legacy, Secure, Complex Solutions and Global Order Entry teams; including responsibility for the creation and execution of implementing one simplified automated process with one way of working for Order Entry across Cable and Wireless Worldwide.

Reporting to the Director of Field Services the role was to lead the National Engineering Despatch, Global Spares and Logistics, Customer Bid response and Capacity Management functions for Cable & Wireless Worldwide Field Services.Leading a team of 60 colleagues providing Service Delivery and Governance to 650 Field Services colleagues and managing an operational budget of c£7m; I was also tasked with modernising of the engineering scheduling, management information and driving the strategic thinking for the future of Field Services.Achievements• Selection and introduction of a £4m software solution for Work Force Management (WFMS).• Led the colleague engagement and operational transition programme for the introduction of WFMS.• Increased engineer throughput by 25%; released annualised savings of £4.8m and an ROI within 14 months.• Restructured the National Engineering Despatch function to deliver 40% headcount efficiency while driving increased throughput of engineer activity.• Implemented new Management Information and capacity management principles, moving from basic volumetric measures to targets on availability and utilisation.• Integrated the THUS Resource Planning Operations in to C&WW with no increase in FTE or cost.• Reduced Spares & Logistics spend by c22% through renegotiation of rates and implementation of new repair and storage principles.• Integrated THUS Spares & Logistics in to C&WW closing three warehouses releasing >£400k property costs.• Increased spares delivery SLA performance from 78% to 94% within 6 months.• Created a customer bid response team and associated process and principles to robustly review bids to ensure technical, operational and cost compliance.

Initially selected to develop integration strategy and provide strong leadership to the combining of the Cable and Wireless and Energis operational teams; including organisational and system improvements. The role developed beyond integration and included execution of the off shoring strategy and business development.Achievements• Led the organisational design of the post acquisition integration.• Implemented a single customer and network major incident process.• Created off shore operating model for customer and network monitoring; created and negotiated the operational contractual service with the supplier. Transferred c200 roles reducing operating costs (c20%) and improving response times.• Led the operational workstream of a £39m business development opportunity to insource and decommission the Vialtus network providing a wholesale proposition. This included due diligence on the network infrastructure and operational teams, TUPE of colleagues and transition and integration in to C&W operations.

Responsible for the 24x7 second and third line teams monitoring and support all of Energis’ network assets and customers. Leading c130 colleagues across multiple operating centres managing an operating budget of £21m including support contracts.Achievements• Responsible for the creation of the Network Management function, consolidating functions from Customer Operations and Network Operations.• Reduce headcount operating costs by over 20% while improving performance.• Accountable for operational management and strategy of the outsourced support contracts; reduction of £3m annualised savings achieved.• Increased resolution performance from 78% to 98% of all faults fixed inside SLA.• Created and implemented a new Major Incident process. During this period I was the owner of all major incident resolution within Energis.• Represent Energis in Ofcom (then Oftel) led Telco Industry Emergency Planning Forum (TI-EPF). Member of subgroup that produced National Emergency Incident process to support ‘UK Plc’ in the event of critical infrastructure failure.• Delivered a new Change Management process, forum, systems and tools to manage all network activity.• Implemented physical security requirements for Government Secure Intranet (GSi) compliance.