Matt C. Email & Phone Number

Responsible for managing a directing the IT Service Desk, Infrastructure and Networking, Application Support and Security teams to deliver on both BAU activities and project deliverables.

My purpose at ATG was to bring an underinvested and immature IT Operations Department in line with modern standards to improve the level of service delivered and therefore the perception of IT from the business teams. I achieved this through creating a strategy to implement ITIL practices where suitable and common-sense solutions where not. I played a key role in the COVID-19 response team, dynamically creating a remote contact center solution through expanding an existing supplier relationship and using industry contacts to obtain supplies of equipment from an increasingly stretched supply chain. For the final 3 months of my employment I was tasked with managing the IT operations department in its entirety during which time I successfully reduced the IT backlog of incidents and requests by 70%.Key Achievements:• Renegotiated contracts with multiple suppliers, obtaining much improved pricing and more favourable terms. Total cost savings came in at just under £500k.• Developed a service management strategy with the purpose of improving business confidence in IT. Within 3 months of the first phase being completed, escalations decreased and feedback to IT was significantly more favourable.• 80% reduction Major incidents. Achieved through ensuring the cause of all major incidents were identified and resolved.

As the Service Delivery Manager for the WiggleCRC group, a globally trading UK based company with offices in England, Northern Ireland, Germany and Australia, I am accountable for the IT service being provided for 16 different services, including two websites (ATG and .NET), the warehouse management systems and the corporate network. The services are provided through a mix of internally developed applications, but with a large external multi partner ecosystem working with Hitachi, Maintel and Oracle among others.Key Achievements:• Negotiated terms with both external parties and third-party service providers to write 6 Service level agreements covering the 16 services across the Wiggle CRC group.o Includes KPI’s for availability management, incident resolution rate, system performance and aged incident management.• In 2018 contributed to a £40k savings target with £80k in savings across the group through removing redundancy, renegotiating contract terms and challenging historic spend.• Significantly improved perception of the IT department through transparent reporting, candid conversations and continuous engagement. I made sure to highlight the positives as well as where we need to improve.• Improved the maturity of the IT offering, taking a greenfield blank canvas, creating the service desk function from the ground up before moving to improve the service offering with service level agreements, commitments and robust processes• Played a key role in reducing Major Incident occurrences by 75% over the course of 3 years.

My achievements in this role:• Implementing an end to end incident and request management process, improving the SLA rate from 60% to now consistently achieving over 90%• Introduced ITIL methodology and practices to members of my team• Working with the Change Manager to implement a robust change management process• Introduced controls and managed a large proportion of IT procurement and renewals.• Reconfiguring the ITSM tool to be more user friendly, and record a better level of information.• Created a series of reports that are used to monitor and prioritise workloads in order to maintain excellent service levels. • Implement the IT zone desk in Lakeside, improving the perception and service levels of the IT operations team.• Reviewed and amended underpinning contracts and regularly reviewed vendor performance.• Had involvement in transitioning multiple major projects in to live service.• Introduced problem management process• Involvement and service transition in several large scale projects such as Office 365 implementation and a companywide capability upgrade program.• Successfully merged two independent service desk teams across two counties following a company merge. One of my greatest strengths is my ability to build relationships with the other business departments. Within each department I have good relationships with team members of all levels and I am often sought after as someone who can get things done. I make it my business to understand what makes the business and individual teams tick. I also have extremely strong communication skills, both verbal and written, allowing me to succinctly deliver a message or make my point. This has been shown through major incident communication and my day to day role around the business. In my two years at Wiggle I have achieved a lot and made a name for myself as somebody who can be trusted, is reliable and can get the job done whilst remaining approachable at all times.

I started this role as a request coordinator back in 2008. I worked hard completing requests and improving existing processes in this growing team until I got given the opportunity to take the team on as manager in early 2010. My key responsibilities are:• Ensuring the team are providing excellent customer service to our internal customers• Driving the team to deal with high volumes of calls and service requests without compromising on quality. • Ensuring that commitments are met and where needed chasing other teams who have responsibility to complete work. • Coach and mentor new team members to perform the role effectively and work to the company values. • Dealing with personnel issues that arise from the team• Implementing process improvements and innovations• Supporting the ITIL based service management team in various functions including Incident, problem and change management principles. • Manage the development of the team membersDuring my time in this role I have challenged to meet the increasing demands placed on the team with increasingly reduced numbers of staff. I have managed to balance this by improving processes and performance managing the team to gain greater output with increased quality. I have recently over seen an automation project to reduce the manual input of my team, implementing a new logging tool to improve efficiency when logging calls and worked with other support teams to create quicker way to deploy and log software requests. All of these improvements have allowed us to continue meeting our SLA’s and KPI’s despite demand growing due to corporate expansion. I have had several challenging times with team members but they have all been met with success. I have performance managed some of the lower achievers to get the quality and quantity of work up.I achieved this by changing my approach to meet each differing situation and learning what motivated those individuals to work well.