 I established a Continuous Service Improvement process across these teams, which resulted in 75% of all processes and procedures being reviewed within the first 9 months Alongside this, I also implemented a Project Take-On Process to improve the transition from Project to Service Delivery, which allowed us to move away from a disorganised and unclear support arrangements when projects are closed down During my 15 months with the Trust, we undertook several initiatives which included Microsoft Office Upgrade, developing a Windows 11 image for deployment, Telephony Enhancements, VMware VCF 4 implementation and additional network security across the entire estate I joined the Hospital Green Council where 2 initiatives were approved and which, on successful implementation, resulted in a saving of over £50k in electricity usage over a 12-month period  I also rolled out monthly review meetings with suppliers due to failing KPIs and delivery of service, which improved the overall service from numerous complaints from my department a week, to less than 1 within 8 weeks Due to our exceptional results, I evidenced that investment was crucial across my department's organisational structure, securing budget on and delivering five additional positions across my teams In addition, I mentored two members of the department who successfully secured promotions to more senior positions within the department As an expansion of my role, I was assigned SaaS Lead for the Service Management toolset, Primary LOA for NHS Mail for the organisation, and Lead Investigator for any IT related risks

 I was the principle point of contact for four GP Commissioning Groups, and later two Integrated Care Services In my role, I successfully managed the delivery of all IT Services to these areas, valued in excess of £2M p.a. I turned around a failing service which received regular customer satisfaction scores of 1.5/5.0 within 4 months, resulting in scores of 3.9/5.0 After 6 months in post, approval was granted to inhouse the IT Service from an external 3rd party supplier, demonstrating my team’s exceptional delivery work Due to our successes as a team and the additional projects won, I increased my team’s size by 50%, allowing us to deliver across a wider scope of projects My team successfully rolled out Office 365 across 2 customer regions, totally nearly 5,000 staff I successfully implemented a new quarterly feedback process in order to focus on key failings within the team for the following quarter, which delivered more transparency and greater focus on my teams improvement I also mentored two members of the team, and secured funding for a degree course to further their development

 I led the project to remove 97% of all Windows XP devices, and BAU processes for the remaining 3%; this was approximately 350 devices, and I exceeded the success criteria for this project that was set at 95% removal To improve efficiency, I implemented an SMS reminder service to patients, which reduced the DNAs (Did Not Attend) by approx. 2000 in the first 3 months Successfully implemented a number of significant projects including; 18 Week and RTT Processes, 724 Downtime Viewer Upgrade, Secure MedxNote, Wheelchair Management and Renal CV4 upgrade which enabled the Trust to maintain regulatory compliance and remove the risk associated with outdated software I managed and distributed a brand new project handover process for the BAU/Operations Team, to ensure that all relevant information and documentation were created and approved prior to project closure. This was vital in ensuring insights were kept visible and discoverable at all times

 I worked for the NHS Trust, alongside the delivery partner CGI, to successfully transfer IT Operations and Support into an Outsourced Managed Service Became the PoC for all other local NHS organisations due to a legacy COIN environment in place which needed to be decommissioned, liaising between all stakeholder and minimised the disruption to each of them Working with CGI staff, we successfully transitioned all primary Trust sites from legacy BT Leased Lines onto an MPLS Managed WAN within 9 months I transitioned the NHS Trust from multiple traditional copper telephony services on to a centrally managed VOIP service using Skype I undertook a review of all WAN circuits in place across the NHS Trust and identified over 20 circuits that were unused and provided savings of over £50K pa Implemented an effective Change Advisory Board (CAB), alongside CGI, to ensure all changes met the required standards; to include all documentation, testing results, compliance certification and appropriate approvals