Creating, delivering and then managing a new framework that enables the directorate to confidently accept and work with business change.

Managing service delivery – In-life customer experience.Contract Mobilisation - Responsible for successful workflow from pipeline to sign-on, through key transition quality gates and then go-live success onwards. Ensuring predictability of return on investment through continued Post-Investment Review rigour, accuracy and accountability.Managing service delivery (In-life customer experience) - Overall operational point of accountability for performance, Includes service issues being experienced by the customer base, acting independently to manage successful root-cause analysis of service issues and driving through resolution of corrective action, recovery and stabilising performance through Service Improvement Plans (SIP’s).Business intelligence, continuous improvement – Driving transformation.

This role was exercised in parallel to the Spine and Health Platform Change Lead;Scoped, defined, delivered and owned the Tactical and Strategic Service solution for a new tenant service to the new Integrated Health & Social Care unit.• Worked with the Practise and Commercials to help define and agree the service aspects of the product requirements (e.g. SLA’s, KPI’s etc).• Created a Service Design to help define and agree the Service Model (Tools, resources and processes), engaging SME’s as appropriate.• Provide the communication conduit between the Practise and the Service area, to share the Practise vision and exchange information on status.• Owned and managed the Resource and Cost Service Model, which is a key influencing factor for the pricing solution, for the commercial pipeline.• Stakeholder analysis and engagement, resulting in the successful defining and delivery of the Service Solution.• Defining the solution for Access Management, for a new service and environment.

The role was to ensure BT Health (service provided by BT to the NHS under the National Programme for IT (NPfIT) worth over £4 billion), achieved business and contractual requirements following ITIL processes to control infrastructure and software changes, through strong Change Management practices. This included maintaining a definitive software repository. The role focussed on the support, governance and improvement of the PTL(Path to Live)/Live Service Change Request processes. In addition, the role provided leadership to, mentor and develop a team of Change Managers/Analysts to deliver in a quality manner, whilst continually delivering new improvements based on efficiencies, effectiveness, TLR/TLC utilisation/reductions and productivity/transformations.Customer engagement was an essential and key aspect of the role. Owning and driving for success both proactively and reactively. Motivating individuals to consistently own a behaviour that focussed on preventative actions, as a result of root-cause analysis of service recovery and stabilising performance through Service Improvement Plans. One of the many benefitting areas was through post-implementation reviews, where control, governance and accountability are now in place, along with improved and sustained CSAT (Customer Satisfaction Score) measures.

• Scope, define and delivery new working processes/best practises, to drive improved effectiveness and efficiencies to the BT Health Operations, comprising of 150 people across functions such as Service Desk, Incident Management, Major Incident Management, Problem Management, Service Performance, Service Level Management and the 24/7 IT Service Operations Centre.• Leading, driving and delivering successful implementation of the Pan Health Change Service Improvement Programme to bring optimum benefits to key stakeholders, Customers and to the Business as a whole.• Providing essential and integral Customer Relationship Management for all associated suppliers such as HP, Cerner, Sectra, SUN/Oracle, across Spine, London (LLSP), southern and the PACS Programmes.• Single point of contact for all significant business issues relating to the BT Health Service Operations for the Spine, London (LLSP), Southern and PACS Change Management.• Provided continuous Leadership, mentoring and personal development to a team of Change Managers/Analysts and Service Desk Incident Managers and Analysts.• Liaising with third party suppliers to ensure service levels ad process requirements are met to ITIL ISO20K standards.• Identify and investigate SLA failures and report to SLM and PAN Health Change Manager including failure awareness with relevant ITIL teams such as Problem Management for root cause investigations.• Facilitate Change Post Incident reviews after failed changes had resulted in Major Incidents causing significant impact to the Customers with a view to identifying root cause and implementing revised processed and procedures to eliminate repeat occurrences.

Responsible for providing Service Management to a range of external and internal Customers and Applications including BT Service Management and Finance Systems.Detailed responsibilities as follows: - • To act as the interface between BT Support Teams and Internal/External Customers, providing an End to End Service Management, comprising of Incident, Problem, Change and Service Level Management.• To report, manage and improve compliance against a wide range of quality and performance measures in support of agreed targets.• To participate and own Customer Service Improvement Plans, as a result of either reactive or proactive Service management.• To ensure the focus is not just on delivering a service. Each service, process infrastructure component had a lifecycle. As the Service Manager, it was my commitment to ensure that considerations of the entire lifecycle were taken, from strategy through to design and transition to operation and continual improvement/sustainability.