Stakeholder Management ● Strategic Planning ● Technology Leadership and DirectionAn enthusiastic and passionate Network/IP Architect with 10+ years specialising in identifying, qualifying, building consensus for, and implementing Service Provider technologies to facilitate business objectives and customer demand. This coupled with the determination to resolve complex networking and commercial issues has given rise to effective organisational and communication skills; enabling engagement and understanding all levels of business, as well as improvements to business processes.Core CompetenciesOver the last 12 years working in Telco / ISP environment I have gained experience and knowledge in; Technical - xDSL edge networks including ADSL, FTTC and FTTP via GPON, core / IP routing, MPLS, VPLS, IPVPN / BGP L3 VPNs, wholesale L2TP, leased circuits, public and private peering management, as well as routing and switching on various platforms; such as Juniper, Cisco, Brocade / Ruckus and Aruba.Business and Commercial - The ability to take complex business needs, goals and direction and turn them into clear and easy to follow technological plans with commercial focus, so that all levels of the business can understand and flow the plan; i.e. presenting roadmaps with clear commercial and technical benefits for business sign-off, which include implementation plans, support life cycles ... etc.Accomplishments and FocusRecent accomplishments include:1. Updating and scaling several platforms, such as; externals firewalls, corporate office LANs(including wireless infrastructure).2. Working with transit providers and peering partners; including PNIs and CDNs, to create a blendedand resilient egress solution for eye ball traffic.3. Revising existing and creating new internal support processes/frameworks4. Being a key contributor in company wide workshops to support the delivery and continuedimplementation of successful network bids and business development opportunities.5. Creating frameworks for scaling national networks to accommodate;5a. organic growth and existing demand.5b. new sales, and the trigger points for scaling.6. Presenting to C level (CxO);6a. customer improvement roadmaps6b. architecture roadmaps6c. business cases, including estimates for new projects and assess risks / contingencyrequirements, by using financial models agreed with the Finance Director.7. Creating a clear and quick Change Advisory Board (CAB) processes so that customer impactingwork can be clear communicated to the customers, as well as the internal business.