Responsible for 12 -15 complex T&T programs across major customers in UKI portfolio. Lead a team of 70 senior professionals who run these programs with much of the project execution being carried about by delivery teams. Programs range from 9 months to 3 years in duration and 5m to 50m USD (across multiple years) in cost

Established one of the six strategic Kyndryl practices in UKI – Digital Workplace Services – Servicedesk, Deskside support, Platform Management.. The objective of the practice is to manage and grow DWS services for new and existing clients using the global offering customised to the local market.

Led the European Workforce Management team – ensuring workforce supply and demand is matched to support business needs across GTS European organisation. Engaging with talent acquisition team as needed with hiring requirements. Providing senior leadership with reporting and data.

• 2 years leading European Service Management and Project Service Delivery teams. PS Delivery supported a 500m services business across Europe and comprised 2000 PMs across Europe and India – this required strong resource utilisation and allocation to support this business effectively. Skills and career development planning and execution as well as standardising tools and processes were key focus areas. Aggressive productivity targets and workload moves to lower cost locations targets were met for both PS and SM team. With the SM team comes a key responsibility to ensure customer and senior executive communication is maintained during any Major Incident.• 2 years leading Mobility (End User Support – Deskside Support and Workstation Platform Management). Much of the mobility scope was delivered through vendors so strong focus on vendor management and optimisation of those vendors was required – vendor spend was reduced by over 15% in 2 years (with small increase in scope).• 18 months leading Hardware, Software Practices and Data Centre operations. These areas are the main contributors to the non labour spend for GTS business so this role was very focussed on cost optimisation with a target to reduce cost 8. 10% per year. First year this was achieved, the second year it was not due to negative impact of new business.• 2 years leading the Strategic Initiatives team responsible for projects on standardisation and automation.

• 2 years – led End User Services Competency (Service Desk, Deskside Support, Platform Management) responsible across Europe for tools, process and strategic projects for End User Support teams. Pioneered moves of workload to low cost locations (mainly India)• 3 years – program manager for setup of the low cost location in Brno, Czech Republic, responsible for location setup (real estate, IT etc), hiring, training, knowledge transfer, management talent identification. When I started there were 180 people providing IT services for German clients in a limited number of technical environments, when I left there were over 2000 employees supporting clients in France, Germany, UK, Nordics, Belgium and Italy providing support across a broad range of technologies.• 1 year – did site selection work to identify the first Eastern European low cost location – assessing cost, skill availability (technical and managerial), flexibility, government support and environmental aspects.• 3 years – led the regional Helpdesk operations (UK, Ireland and South Africa). In Dublin grew the Helpdesk team from 250 to 450 agents and secured the first commercial work for the Dublin team. At that time the Dublin team had the best customer satisfaction results in Europe.

Managed 400 permanent and 400 temporary staff who did assembly and test for IBM servers. Ensuring the employees had the required training, ensuring health and safety standards were met and working with a significant quarter end skew were the key challenges.

Supported the first Dublin Campus Executive in his role, insight into international corporate strategy.

Started the role managing 6 people providing telephony, WAN, AS/400 and workstation support for IBM Ireland. Project managed the IT and telephony setup for 2 locations in west Dublin for Call Centre and Manufacturing expansion by IBM in Ireland in extremely aggressive timelines. At the end of the role had 100 people managing telephony, WAN, LAN, workstation support across all IBM locations in Ireland

Progressed rapidly from mainframe developer to team leader to development manager