May 24 - role expanded on an interim basis to include leadership of GBS Service Management Department reporting into Director of GBS.Position created as part of company restructure to combine IT Service Management at part of Global Business Services organisation covering IT Operations, Finance, Procurement and Data.Role is responsible for designing and establishing the governance framework used to manage and measure the performance of services delivered by GBS to Imperial Brands.Responsibilities include:Management of team of Service Managers located in UK, Poland and Bulgaria.Working with transition teams and delivery leads to ensure that services are defined with measurable service levels and KPIs.Establishing and chairing Service Management and Governance Forums with GBS and Functional and market leaders (Operational upto CX level).Owning operational processes and workflow capabilities relating to continual improvement, service catalogues, and service measures.Leading Scorecard reporting and development to demonstrate that organisation performance is aligned with company objectives (Scorecards sent to CFO and Exec team).

Responsible for establishing and managing the Service Design Function within Imperial's Global IT organisation. Responsibilities include ownership of the Global SLA, process ownership for activities related to Service Design and Service Level Management. Management of a team of service designers and service managers.

I was responsible for the operational performance and compliance of Incident and Problem Management activities across Global IT. I was additionally responsible for formalising the Problem Management Process within Imperial and transitioning Major Incident Incident Management to a new vendor

Expanded senior management role with responsibility for Problem Management process and performance within BT's Service Platforms organisation covering Mobile, TV and Broadcast.

Senior Management role reporting directly to the Head of EE's Technology Operations Centre with functional accountability for the direction and effectiveness of all problem management activities undertaken across EE's technology domains (Networks and IT).key responsibilities:Subject matter expert on ITIL Problem Management within EE.Ownership and development of EE's Problem Management Strategy.Ownership of Problem Management Process and performance targets.Leadership of a team of 12 staff. Owner of Problem Management service improvement activities.

Manager of the Network Problem team within EE's Technology Operations Directorate.Responsibilities:Leading operational root cause analysis across EE's Mobile Network activities (CORE Network, Service Platforms etc).Direct governance of EE's managed service partners engaged to perform outsourced Problem Management activities.Responsible for ensuring that EE Problem Management was ready to handle the introduction of the UK's first mobile 4G network.Led the integration of legacy Orange and TMUK Problem Management activities into a single Network Problem Management capability for EE.Line management of EE's Network Problem Management team including performance management.Additionally I have been process lead for the project to deliver a new Incident, Problem and Change Management toolset.

I was responsible for managing operational Problem Management across Orange's combined IT and Networks Directorate.Key responsibilities included:Ensuring that Problem Management activities were carried out across all aspects of Orange's IT and Network Operations.Definition and roll-out of a new ITIL aligned Problem Management process for UK Operations.Line management of 7 dedicated Problem Management staff.Co-ordination and leadership of major problem investigations impacting operational service stability.Acting as Problem Management Subject Matter Expert within UK Operations.

Manager of Configuration Management team tasked with introducing ITIL Configuration Management across Orange UK's IT and Networks Directorate.ResponsibilitiesFormulated configuration management process and policy for the organisation.Accountable for the performance of the Configuration Management team and processes operated by the team.Responsible for all aspects of staff management including recruitment of staff, writing and setting objectives, and undertaking performance and development reviews.

Acting manager of the Technical ITIL Change Management team whilst also undertaking my permanent Configuration Management role.Accountable for the operation of Orange’s technical change management process including the chairing of the Executive Change Advisory Board for IT, Networks and Broadband activities.Leadership of a team of nineteen dedicated Change Management staff.

Senior Analyst within team tasked with identifying requirements for introducing an ITIL focused enterprise Configuration Management capability within IT&N. Role later encompassed the analysis, deployment and operation of tactical configuration management controls.ResponsibilitiesCaptured business and technical requirements for Orange UK’s planned Configuration Management capability.Represented UK interests on various France Telecom initiatives focused on identifying and selecting tools that could be used for Configuration Management across all group businesses. Work stream lead on various initiates to plan and implement tactical Configuration Management controls to improve effectiveness of technical organisation.Key achievementsResponsible for successfully introducing a process to enable data centre server inventories to be updated with the results of changes and physical audits.Led activities to implement tactical configuration verification and audit capability for the newly introduced business systems test bed environment including the introduction of discovery tool and process.

Analyst within an established Problem Management team that was responsible for investigating and correcting the underlying root causes of technical faults.in this role I developed significant experience using BMC Remedy and Business Objects.ResponsibilitiesManagement of virtual teams responsible for the analysis, diagnosis and resolution of technical problems across Orange.Chaired incident ‘post mortem’ reviews with technical and business stakeholders to identify lessons needing to be learnt following the resolution of high impact faults.Undertook statistical analysis of incidents to determine the symptoms and occurrences of problems.Responsible for training and mentoring of new starters within the team ensuring that they were able to operate as effective members of Problem Management.Key achievementsSuccessful leadership of a number of cross technical task forces as part of the system stability initiative resulting in the elimination of up to 95% of incidents causing instability.Coordination of a number of high profile investigations during 2003 with the result that two of the activities were recognised as UK Operations top ten achievements for the year by the Director of Operations in his end of year message.Problem Management stakeholder for single ticketing project (BMC Remedy) ensuring that the teams’ requirements were met by the project.Successfully managed an off shore partner team (THBS) which carried out a complex three month investigation to resolve customer management system instability caused by longstanding middleware issues. The investigation reduced incidents causing instability by over 70%.

I was responsible for developing regular and ad-hoc performance reporting for IS production systems for use by relationship management, support teams, and the wider business.I undertook statistical trend analysis for the Problem Management team to determine and categorise problems impacting the live environment.Produced monthly Operational Report for the Technical Directorate based on the availability of all core systems.Reviewed, and then documented IS reporting process prior to handing role responsibility to dedicated performance reporting team following organisational change.