Natural progression into the Director’s role where I was tasked with delivering the tactical & strategic development of the GOC. This involved growing the team from an initial 16 people up to a high of 57. By achieving this it enabled the team to take on more technologies and workloads from the Tier 2/3 teams and thus reducing the gross margins on customer contracts. The ‘Shift Left’ project included customer support being enhanced in the UK, US, Australia & India. To aid in the delivery of functions and processes, alongside team management I introduced 4 ODOM’s (On Duty Operations Managers), working from different parts of the globe to build up the relationships with Customer Success Managers and other support teams alike.As a team we continuously review, improve & refine all existing GOC processes and ensure that all staff are proficient and trained in line with them.I also assist in client management reporting and utilisation reports for Customer review boards and renewals working with CSM and Sales practice where required. I develop, train, and assure compliance to operational SOP’s working closely with the Technical Delivery organisation to ensure the GOC is constantly improving.I manage and mentor the staff in terms of reward, recognition and performance, and lead the team to inspire them to the levels of achievement required by the businesses.  I and the team work closely with ITSM resources to restore normal service operation as quickly as possible, minimising adverse impact on business operations to ensure best possible levels of service quality and availability are maintained according to service level agreements.

I was asked to produce a 21-day improvement plan for the Global Operations Centre in February 2018. This was due to a combination of previous experiences with Service Desks and having worked in India on multiple occasions in the past. This was successfully delivered, so much so that I was asked to continue working with this team moving forwards. This culminated in being offered a role as Senior Global Operations Manager in July 2018.I provide leadership as well as day-to-day direction across multiple geographic locations managing the overall GOC First line Technicians that serve as the coordination of all Delivery Practices in a matrix support model. The GOC is responsible for and coordinates overall operations so I’m responsible for managing all levels of customer and internal ticket escalation to include declaration, facilitation, and communication. All of which utilise ITIL best practice.

Management of 24/7 Managed Service deliverables and assume responsibility for “out of hours” service provision.To oversee and make improvements to our Indian based Service Desk, ensuring that the processes & procedures put in place will always give value to our customers.Management of Client on-boarding and transitional services.Designing, developing and implementing processes and procedures to monitor and measure IT services supplied.Ownership for, and managing, the response to all incidents, problems and requests for service ensuring timely and concise updates to key stakeholders.Building a personal relationship with key client staff.Successful service delivery - SLA achievement and high level of customer satisfaction.Monitoring overall performance of services. Excellent communication around issues and opportunities – get things done, make things happen. Collaborating with senior management on client account management and growth.Ensuring operations teams are aware of changes and are prepared. Building service reports.Service reporting and sponsoring service delivery meetings.Effective and efficient resource management - Pulling in additional resources when needed e.g. specialist teams or people for specific issues / opportunities. Removing all obstacles to customer satisfaction and / or financial performance. Communicating across organisational boundaries – from engineers through to senior managers.3rd party management responsibilities.Working with the client and operations teams to identify and manage service improvement activities. Effective man management, ensuring productive and happy staff.Undertake where applicable staff recruitment and appraisals.Train staff to deliver a high standard of service.Undertake effective escalation.Effective budget management.Looking to expand Operations on a Global Scale.

To maintain effective and trusted relationships within the London Region's business community.Provide a conduit into the business community to allow IT's successes and performance to be clearly and consistently demonstrated. To oversee internal customer escalations and complaints raised by the London, Middle East and India user communities.To ensure that the business's needs are accurately conveyed in to IT through the correct channels in a structured, systematic and auditable manner. To ensure that upcoming IT changes (both operational and major project change through GPG) are understood and agreed, both within the business community and IT, recognising and reconciling constraints on both sides. Sharing out-of-hours user communication responsibilities with the London Client Services team.Ensuring that the teams comply with IT's agreed policies and processes relating to Security and Risk Management.Represent Client Services on various Projects Boards as and when required. Working with the Global Service Management team, ITSC and 3rd line teams to ensure support dovetails correctly and provides a seamless experience to users.Maintaining effective and trusting relationships with all IT Teams (Infrastructure, Applications, Service Management, Architecture etc.) will be key to the success of this role.Where relevant working with the project teams to ensure resource requirements are met and managed.Attend business focus group meetings to identify business requirements. Own these requirements through the governance model, and progress in a timely fashion.

Reporting directly to the Group Service Delivery Director, my primary responsibility is to manage the day to day operational experience of all UK delivered IT services, both nationally and internationally to all JLT companies managing a team of 13 Business Support Managers (BSMs) in the process. I am also responsible for the service delivered via the HCL Servicedesk in Noida (India), our current Infrastructure outsource partners.Main Responsibilities and AccountabilitiesManage a team of highly motivated BSMsBuild long-term, relationships with customers, colleagues, partners and suppliersTake ownership of the HCL Servicedesk with the responsibility to ensure that the Servicedesk isresponding in an appropriate manner to all operational anomalies.Provide service and cover for a number of UK wide locations for onsite technical support and liaisonwhilst coordinating issues on the ground and gathering of technical information.Communicate effectively with management teams on day to day IT issues and developments that will affect day to day operations.Act as an interface with the IT technical areas, and act as a central point for information.Develop and maintain excellent working relationships with the business at all levels.Provide an escalation point for all IT service operational issues.Understand specific application maintenance and support agreements, including SLA's, OLA's and support channels.Facilitate business relationships with other MS departments to delivery operational change.Take an active part in all appropriate Service Delivery governance meetingsDevelop relationships and understanding of other Group IT functions.Ensure process and documentation is fit for purposeSupport business change, acting as a single point of contact for operations stakeholders, facilitatingrelationships between them, the Group IT organisation and specific 3rd partiesInitiates improvement in operational services, products and systems.

• Responsible for bridging the divide between business units and Information Technology groups. • Copious amounts of facilitation, communication & problem solving at all levels. • Working tirelessly to give the business the IT infrastructure that they need & require in order to fulfill their day to day roles. • Ensuring that new services are introduced into the production environment having passed all the necessary checks including ongoing support.

Working for JLT in the transitioning of all Service Delivery functions from HP to HCL. I was brought in to manage the transitioning of Change & Release functions from HP to HCL. In doing so, I had to create an interim Change Management Process whilst we move through this period. HP relinquished all responsibility for the management of these processes but as HCL do not take it on officially for 2-3 months I was tasked with setting this up. Main Responsibilities and Accountabilities:• Running CABs, Technical Reviews, and Change Schedules etc. • To chair meetings with both internal JLT groups & HCL and devise a process that could be taken on going forwards in order that when we moved from transition to Operational it would be fairly seamless. • I also have responsibility for Service Requests, establishment of resolver Groups & any other adhoc transitional work that has yet to be picked up. • I am also working with the third parties in order to improve the service that we currently get from them

Working for the E-Delivery Group to transition all of the Service Management functions to Atos Origin. I was brought in to look at the processes & procedures that were in place with existing suppliers, namely Fujitsu, EDS, Logica and Accenture which needed to be expanded & improved upon for moving to Atos. Managing the relations with these 3rd Party Suppliers to ensure Service levels were met, maintained, measured and improved. This also required identification of the business requirements and ensuring the release of complex applications are fully tested, meet business requirements and are managed correctly to minimise service disruption across a diverse platform.

The National Offender Management Services (NOMS) was setup in 2006 to bring together and manage the suppliers (predominantly Steria & EDS) who have the contracts for the Prison & Probation services. It also included working closely with the OCJR Change Team based in the Home Office (Marsham Street). My role was to create and manage a Joint Services process to satisfy that requirement. It involved daily contact with the suppliers via email, telephone or site visits in order to assess the impact that current Changes may have across the different infrastructures and to communicate these to other Government offices, to aid in their processes and help to plan future workloads. Holding weekly CABs of my own to assess & to give approval of these ‘joint’ Changes which is attended by the Change Managers from all of these groups, with the overriding responsibility as to whether these Changes are allowed to proceed or not.

Supporting the Consolidation Programme within NTL on a number of business change activities including information assurance (via quality auditing), process design, process improvement and benefits realisation. Designing project collaterals, such as plans, tools, and re engineering of processes, to enable the business to share information more securely and efficiently, both internally and with the other 5 services (IBM, DTV, Group IT, Networks & Harmony). Stakeholder management and communications, to ensure consistent messaging of the programme and any address cultural change. Planning and facilitation of workshops to deliver an understanding and commitment to the consolidation Programme and its benefits. The running of weekly CAB/eCABs in order to minimise the potential risk to the business & our customers. Managing a team of 6 Change/Release Managers.

I was brought into Atos Origin to work on the Home Office contract. Responsible for creating processes from new to control the day to day management of Change. A policy for Change was required to understand where we needed to be and then the development of processes to meet this goal. The strategy included holding numerous meetings with personnel including both Atos Origin & Home Office Management to determine what requirements they had and how the structures of these teams were made up. It also required the setting up of an internal CAB and for me to also represent Atos Origin in the Business CAB that the Home Office ran. Running workshops in order to ‘sell’ my process and to obtain full sign-off and compliance.

Responsibile for the planning and rolling out of a new XP infrastructure to Norwich Union offices. This includes making initial contact with Business representatives, gathering their requirements, the creation of Customer Orders, planning for network, servers, requesting PC/Laptop builds and delivery, arranging resources incl third parties such as Cable & Wireless. Collation of all this information and planning /managing the rollout itself. The job entailed a lot of UK travel in order to visit Norwich Union locations countrywide.

Change & Release Manager Change & Release Manager structuring and mentoring a team of 25 people, working very closely with the change department and responsible for establishing and maintaining mechanisms between the two. Using ITIL best practice in order to see less failure as the end result of increased change. Dealing with between 5,000-6,000 changes a month, more control was needed in order to achieve this. Creating project plans for the implementation of large changes helped by better coordinating change activities across all IT areas. The establishment of kick-off meetings, Go-No-Go meetings. Resource, Implementation and regression plans helped greatly in reducing the cost of failure due to poorly planned changes. Maintaining the integrity of the company systems, impact assessment and correct prioritisation will help Centrica in establishing its goal of becoming a £20billion organisation.