Phil Pointon Email and Phone Number

Taken on to lead a support team and improve the service for the companies Digital applications. Role was expanded within two months to include the support for the Loan Administration applications. As a result I led a support team of 5 on-shore and 8 off-shore support staff and increase the level of service and quality.• Developed governance reporting pack showing performance to support team and systems which was then replicated by other teams to provide the CIO with a consistent view across teams.• Introduced helpdesk ticket triaging to assess business priority to ensure tickets with the highest impact were resolved first, closing 85% of the tickets raised (34 awaiting feedback and 79 code fix deployment) in the last 3 months• Defined and implemented metrics and reporting to show “what good looks like” for applications to identify area to improve customer experience.• Supported the business during a major cyber attack and was part of the team assembled to bring systems back on-line as quickly as possible. This had the systems back on line in two days, minimising the impact on customers• Developed reporting using Power BI and alerting using Microsoft Flow to improve business decision making and identify potential issues.• Defined and implemented service improvement plan (SIP) and Continuous Improvement Framework (CIF) to improve internal and external user experience

Led a support team of 17 staff. Supporting approximately 160 instances of 43 tools on UK secure accounts. The tool sets include, Service Request Suite, Remedy, ehealth, SCOM, Solarwinds SAM, SMARTS and Flexera.

Lead a support team of 17 staff. Supporting approximately 160 instances of 43 tools on UK secure accounts. The tool sets include, Service Request Suite, Remedy, ehealth, SCOM, Solarwinds SAM, SMARTS and Flexera.• Transferred knowledge of applications supporting commercial accounts to off-shore management allowing them to be managed at lower cost• Undertook data analysis of team skills identify risks and put cross training plans in place and re-allocate staff to ensure full system support.• Effectively lead team through major organisational change, including managing team redundancies, knowledge transfer from team members, recruitment (internal and external). Resulting in the uninterrupted support of all systems and no further loss of staff.• Established a document repository to retain knowledge going forward• Managed team training plans for the new organisational direction. This resulted in the teams existing experience and skills being aligned with the system strategy being deployed within the company.

Managed a team of 15 support and deployment engineers (including UK, America, Spain, India, and Vietnam). • Lead the integration of global Self Service team into the existing support framework, developed a bottom up budget and allocation interlock for new toolset and undertook monthly forecasting. Resulting in improved customer satisfaction for Self Service applications and reduced help desk calls by 20%• Engaged with Self Service key stake holders to identify areas of concern, defined SLAs and extended Continuous Improvement Framework and Service Improvement Plan to include Self Service team.• Extended existing proactive system monitoring and reporting to cover new toolset reducing the number of major incidents• Introduced Capacity Management to all servers, with monthly reviews of CPU, memory and disk utilisation to forecast potential capacity issues and take preventative action. This resulted in automated housekeeping activities being put in place and capacity upgrades were needed to avoid system impact.• Generated business cases for projects to be presented to the project/infrastructure review boards for the upgrade and service improvement projects.

Managed the global Service Request Suite support (6 closely integrated applications taking £350m in non-baseline orders per year) within the ITIL framework and applying Service Management policies, processes & procedures. • Implemented Service Improvement Plans (SIP) and Continuous Improvement Frameworks (CIF) to improve customer experience, including working with Key Stakeholders to define support framework, Operating Level Agreements and reporting metrics so they had a clear understanding of the service. • Managed SIP progress using MS Project to deliver on time and within budget.• Implemented a service review framework across all functional areas, designed and developed mechanisms to capture qualitative and quantitative feedback from multiple stakeholders. Areas of concern were identified and addressed. This resulted in an increase from 50% 10 100% in client satisfaction.• Introduced infrastructure and application monitoring to increase availability and allow proactive issue management and availability rose from 90% to 99.8%.• Generated a full bottom up budget for R&M labour (resource forecasting and management), software licensing and maintenance and patching/refresh of infrastructure. Carried out monthly forecasts, resulting in the service coming in within budget each year.• Implemented out-of-hours support rota for high severity incidents to resolve the issue in a timely manner. Followed up with Root Cause Analysis to put measure in place to prevent repeat occurrences resulting in a reduction in the number of major incidents by 70%.• Reduction in outstanding help desk calls of 50%.

Office Of The CIOManaged the entire system lifecycle of Finance and HR systems along with CSC UK Intranet. • Managed the integration with external flexible benefits provider for the provision of HR data and the receipt of pay deductions for selected benefits. This allowed the successful implementation of flexible benefits and resulted in no pay issues for the employees.• Introduced SOX processes, auditing and reporting and Liaised with external SOX auditors. Resulting in successful audits with no major defects.• Formed part of the Y2K project team to ensure that no issues occurred as a result of the new millennium. Performing system design and code reviews/updates around date formatting and usage across the internal applications as well as being on-call across the new year. This resulted in no date related system issues over.Department for Trade and Industry Systems AnalysisSSADM analysis for an Enterprise and Grant systemRatners Group Systems AnalysisDelivery of requirements definition for a new Merchandising and Distribution system, system design using SSADM version 4Essex Police Systems AnalysisSSADM stage 2 analysis of the case processing sub-systemHampshire Constabulary ConsultancyQA of SSADM products, review and performance testing Major Enquiry System, Operational support Resource Availability System

Analysis, Design, Development, Deployment & Support of Command & Control systems for fire brigades and police forces