This was a new role in the organisation and I used my experience and knowledge to develop and implement ITIL based procedures to create the Incident Management function. Influenced directors to support my aims and ideas to make the function successful.Managing major incidents (MIs), the supporting procedures, internal and customer communications. I provided support to the Problem Management process through identification and mitigation/elimination of root causes. Average 2-4 MIs dealt with per week.Proactive analysis of data from logged incidents/requests, using the data to improve our call logging quality (through better logging categories, staff education) and improving customer journey and service quality (through automating/digitising service provision, better communication, documenting and standardising procedures and processes).I managed continuous service improvement workstreams/projects, using business and process analysis skills, influencing and negotiation skills to identify and implement improvements to services for our customers/internal colleagues, by either saving time and reducing bureaucracy or eliminating interruptions to the IT user journey. Redesigned/implemented changes to Service Management procedures meaning new, modified or retired services were communicated to support teams. Maintained and updated our Service Catalogue. Put processes in place to manage aged/breached calls resulting in improved Service Level Agreement (SLA) achievement.I worked on standardising procedures and processes for the Support Desk resulting in consistent provision of high quality solutions for customers. This included all the processes for account creation and management, Service Desk, Engineer and Customer Relations staff induction documentation, and creation of a knowledge base.

Using the right blend of customer service, technical skills and knowledge about our services to give the customers the best Digital journey they can have.Managing the Digital Customer Relations team, ensuring we provided a high standard of service to customers who contact us to make complaints, give compliments or require intervention to improve service response. Managing said feedback through to customer satisfaction, applying continual service improvement of processes and policies, using feedback to improve customer journey. Since we had no Incident or Problem Management team in place, I was responsible for facilitating and implementing continual service improvement.Leading, developing and motivating the Customer Relations staff to ensure high standards of service and performance as well as job satisfaction. We acted as role models to our colleagues in other support teams. Managing change within the team (Digital Service had four structural changes in 3 years). I regularly acted as senior point of contact for the Support Desk and Engineers.Championing our 9500 customers in Change Advisory Board, maintenance weekend work and Service Transition meetings to ensure their voice was heard.Account manager for 700-800 customers in House Administration areas, meeting teams regularly to capture business requirements, feedback and service improvement requests. Writing and managing communications for any IT related changes, new or retired service, major incidents or policy amendments. This also included the creation and maintenance of an email distribution structure, allowing us to target communications to a team, department or customer group. Presenting board papers to Members’ Committees.

Acting as first point of contact for customers wishing to complain. Managing complaints and facilitating resolution of escalated issues and non-standard requests through to customer satisfaction. Managing and responding to compliments and other feedback from customers. Managing of Key Stakeholders and their incidents. Using feedback to perform continual service improvement.Representing the customer’s point of view at IT meetings. Representing both the organisation and customers at events on the Estate and in constituencies.Sending and modification of communications for IT related changes, new or retired service, major incidents or policy amendments. Acting as advisory service for internal support teams in relation to IT policies and best practice. Creation, maintenance and documentation of Customer Relations processes. Production of monthly statistical reports for board reports. Writing and presenting board papers to Directors.

Working in a team of 20, providing technical IT support to MPs and Lords, their staff, administration staff, third parties and internal customers, on the telephone, via email, remote connection and face to face. Understanding customer’s IT requirements, skill level and following processes to achieve those needs, whilst adhering to policies and guidelines.Achieving SLA targets in relation to logging, escalating and resolving customer calls, customer care and support. Keeping customers informed and updated of issues that affected the availability of services. Liaising with third party suppliers on behalf of customers to resolve service and software incidents.

Sole provider of Line 1, 2 and 3, onsite support for 40 customers in pensions/financial administration company in London. Took complete ownership and accountability of the IT network and related issues. Delivering customer training either on a one to one basis or in groups.Providing managed IT services for 12 small businesses. Managing issues before they impacted on IT service performance. Updating client and company IT documentation and websites. Auditing and updating client networks according to external auditor’s recommendations. Liaising with third party suppliers on behalf of clients to resolve service issues, software installations and hardware purchases.

Line 1, 2 and 3 remote support for 80 small businesses covering a wide range of business sectors in the London and Home Counties. Automation of repetitive tasks where possible. Documenting client IT procedures and ensuring they were kept up-to-date. Communicating changes to clients in good time and being available to answer questions regarding the changes.Supervising the Helpdesk when directors were abroad or unavailable. Managing and motivating colleagues. Handling customer complaints and feedback.

Sole provider of Line 1, 2 and 3, onsite support for approximately 120 customers at the Millennium Commission. Liaising with third party suppliers of software, hardware and services to ensure client needs were fully met. Monthly reporting of statistics and SLA breaches to Management Board. Training and coaching of customers. Proactively visiting 12 departments per month to manage and reduce the 40+ calls received daily at the helpdesk. I carried out physical infrastructure work – installing floor ports, patching cabinet changes, office moves and physical network expansion as the organisation grew.Formal mass communication to customers regarding IT changes and planned maintenance work. Creation and maintenance of all IT documentation, IT request forms and monthly reports.I was responsible to Millennium Bug testing and obtaining assurance from supplier and providers. Testing disaster recovery process.I carried out network upgrade from Novell to Windows Server and workstations from Novell to Windows 98. Mail client upgrade from, GroupWise to Lotus Notes document servers and mail client.