I oversee all Run Delivery activities in monitoring the delivery model and services sold to customers across the region towards meeting various key SLAs encompassing Incident TTR, Availability SLAs, Problem RCA Turnaround Time as well as Change Success. A part from being a trusted single point of contact (SPOC) for all customers as well as member of the Run Services team in providing advice on all contractual service sold, I also demonstrate the benefits of HPE innovations to clients.Additionally, I provide recommendations to improve infrastructure and services towards enabling accounts to achieve and maintain green status.In the areas of teamwork, I …- Work closely with the team in conducting review of Joint Account Delivery, customer account reviews, service delivery review as well as continual service improvement plans.- Cascade customers’ most critical infrastructure and stringent contractual targets to all domain delivery leads.Lastly, I monitor and ensure labor as well as technology costs are in line with initial plans towards delivering margins growth and YOY cost reductions.

As a result of the formation of DXC, I was tasked to pioneer the entire HPE/DXC Asia Hub as well as led a team of 108 engineers across five accounts and four shift patterns in ensuring swift resolution of major incidents across all accounts within the Asia Hub.Here, I acted as the SPOC for incident, problem, change and configuration management while conducting daily meetings and initiated the War Room in resolving outstanding Level 1 and Level 2 major incidents.The key initiatives that I have rolled out included:- Introducing a training program and handbook to respectively manage major incident for the Nokia Account as well as minimize down time and escalation processes.- Collaborating with GOC Managers and Team Leads in devising strategies to enhance efficiency. - Championing the ONE Note initiative to reduce MTTR for major incidents.Lastly, I ensured systematic document and knowledge management as well as constantly empowered and educated shift engineers in producing future Shift Leads.

An opportunity to spread my wings in taking on a regional role popped up and I took it instantly.Here, I managed 32 Major Incident Managers across the Asia Pacific region in providing 24x7 support for the Australia MIM, BHP, Rio Tinto and AMP accounts A major part of the role involved leading the team in ensuring all incident management and problem management functions are delivered within agreed standards.This involved …- Conducting root cause analysis in implementing permanent fixes.- Developing and maintaining the incident management database.- Leveraging and mobilizing the MIM of Manulife, AIA and Rolls-Royce across all accounts.Apart from introducing the Triage Team training, I also restructured all escalation and notification activities to enhance efficiency and save costs.Lastly, I managed HR processes in recruitment and training as well as developing improvement plans for weak staffs.

I was hired to lead a team of Incident Management Analysts in carrying out full spectrum incident management and problem management functions for all business units under Prudential Services in line with set SLAs.Here, I spearheaded root cause identification in conceiving and implementing permanent fixes via the problem management process while analyzing incident trends as well as championing an array of SIPS execution and improvement initiatives to reduce incident volumes.Other key roles included:- Conducted fine tuning of the alert systems to enhance alert management.- Translate incident management outcomes into process flow support.- Managed CMDB inputs and analyzed the reports.Lastly, I developed and maintained the incident management database while supporting the Service Delivery function.

I was hired to lead a workforce of 34 in managing the URENCO account migrated from Montreal to Kuala Lumpur.Here, I expedited comprehensive analysis of call statistics in recommending the right number of resources while generating weekly performance reports to be presented during the weekly meetings with Delivery Executives for the EMEA region.The highlight tenure included successfully took the team out of SIP after the transition.