Within my role as IT Service Delivery Manager at SCC, I am accountable for the provision of operational IT services for 3 major customers. A significant part of my role is to liaise with key stakeholders throughout the individual organisations; as the primary interface between the customer and SCC, my responsibilities include ownership of the individual relationships. Also, as part of my role I am transitioning services into 5 European countries as my customer is currently go through some significant changes to their organisation.

Within my role as IT Service Delivery Manager at TalkTalk, I am accountable for the provision of operational IT services for TalkTalk Business. A significant part of my role is to liaise with key stakeholders throughout the TalkTalk Group; as the primary interface between the customer and technology, my responsibilities include ownership of the relationships between Technology and the third party Service Providers within the Network, Consumer and Colleague systems portfolios. I manage all aspects of the interactions, including managing the Service Partners within the responsibilities that they have accepted in their various contracts and statements of work. Accountabilities also comprise of leading the Monthly Service Review meetings with each Service Partner and ensuring that Service Level Agreements are met within existing contracts thus driving Service Improvement programs for each partner.

My role as Customer Service Delivery Manager was to primarily align the clients’ business requirements to the services provided by Daisy and where Daisy services interface with the clients own IT services. Ensuring that they are efficient in process and operation. I achieve this by assisting the client in delivering value in IT services, improving operational efficiency, developing and maintaining a high customer service perception which successfully deploys the right combination of people, process and technology. Supporting all Daisy services, I provide a single point of ownership for the delivery of all managed services, the governance and the control in delivery and execution of contracted IT services including:- Service Level Management - Contract Management - Continual Service Improvement - Service Change and Development assistanceAs a CSM I ensure that all areas of the contracted Service are delivered in a secure, efficient and cost effective manner. The activities associated with this include:-- Reviewing existing services to maintain quality and consistency- Producing performance reports and monitoring against the contracted SLA- Implementation and management of Continual Service Improvement - Establishing priorities with the customer for service development and improvement- Planning for service growth or a change in requirements- Provide a point of escalation to ensure customer issues are dealt with efficiently and proactively- Ensure that the Service Delivery and Service Operation Documents are an accurate account- Ensure that a professional, courteous and proactive service is delivered - Ensure that written work is delivered to a continual high standard- Ensure that all customer information is kept secure and not disclosed inappropriately- Document and provide the monthly performance report at the start of the calendar month- Financial Responsibilities to ensure services are delivered in line with the stated proposals.

In my role as Service Manager I was responsible for all services delivered into my customers and operated as the initial point of escalation, focussing on contract and relationship management, as well as ensuring that Computacenter were delivering against all SLA's, contractual terms and margin commitments. Within this position, I also gained experience of managing exits, supporting a successful renewal campaign, negotiating changes in service delivery and dealing with significant changes to contracts.I also managed the Continual Service Improvement program based on my customer strategy which involved the developing and implementation of governance including processes, procedures as well technical innovations to drive the business forward. This included: Interpreting client’s strategy and business objectives in alignment with Computacenter’s goals.  Ongoing review as either business changes Developing standards with the Client, peering with Client Architects Understanding of the clients environment through the IOAP Ensuring Computacenter Supported Product List is followed and enhanced Supporting Service Management Community with the Change to Service Process Ensuring teams are adhering to client standards Ensuring new project delivery is implemented Discussing technical innovation opportunities and roadmaps Proactively developing account alongside the customer and service management team  Look to understand issues from a Service perspective.  Review with Client team to identify pain points to look for solutions  Understand technologies in place Look to see where other services within the business could be used for other clients Build Roadmaps (Technology & Governance)  Create high level topology and look to create single view for all to agree on  Develop pipeline of Service improvement, using existing knowledge from other customers. Plan workshops to discuss areas to be developed in future.

I also assisted in the development and the centralisation of the Problem Management Function for the same client which would provide the customer significant benefits.The immediate benefits were to introduce a fulltime Problem Manager to deliver the standard service at expected levels, which included a review of the Problem Records that were performed with the customer and the new Computacenter Problem Manager to create a more realistic view of what should be worked on. To achieve this a Proactive “Deep Dive” of Incident data was performed with the purpose of identifying areas where Problem Management could assist in reducing incident volumes through Problem Management root cause activities/techniques.I have not only taken every work based learning opportunity available to me but I always given time to mentor and coach those around me. During my time at Computacenter, I undertook line management responsibilities of an industrial placement student ensuring that he was mentored and coached within the Service Management team in Computacenter ensuring that he came to understanding of all ITIL Principles. This individual now holds a permanent position within Computacenter. Furthermore, I also supported the development of another colleague who wanted to move into Service Management, ensuring he possessed the core skills for the role prior to applying for a move into service management. As described above, my role has predominantly seen me managing a varied array of service lines to a number of different clients with in the UK. Albeit during my last year at Computacenter, I was responsible for the International Service Management of one of Computacenter’s largest customers. Within this role, I was responsible for all end user services in nine European countries.

In the role of Delivery Manager I was responsible for the Operational delivery of the customer contract supplying the following service lines: incident, request, change, problem management, Wintel Server monitoring and support, media management, LAN, desktop and laptop support for approximately 2000 users including Project Management. Operational management is essential to this role to aid in the implementation of improvements to processes and procedures. I provided support to the Service Operations business in the delivery of a quality service to my customer and held operational and financial accountability for the delivery of end-to-end response, incident and request services to my client: ensuring that all service levels and contracted service obligations were met, that service excellence and innovation were delivered and costs optimised. I was also responsible for building relationships with other Computacenter teams, driving internal and third party resolving teams, maintaining quality targets, managing new service transitions and transformations whilst maintaining customer satisfaction targets.

My role was to line manage the “Well Being” for a team of up to 37 engineers UK wide. This included all aspects of technical and soft skill training ensuring that the capability of the team is fit for purpose and aligned to the Consultancy Practice and Sales team strategies. I worked closely with a scheduling team to ensure the smooth operation for engineer resourcing for customer engagements wherever their work was located. Some of the main accountabilities- Building strong productive working relationships with internal and external customers- Provide advisory role to peer group, customers and where required direct reports - Liaise with colleagues to ensure best practice and continual improvement in delivery of service - Liaising on a regular basis with Service Managers to ensure services are being delivered - Responsible for the management of 37 engineers; across a wide spectrum of customers- Completed Personal Development Plans for direct reports -Effectively manage the team of 30 remote engineers, including all aspects of performance- Carry out regular site visits taking effective and timely action of issues raised- Recruit and induct high calibre engineers using the approved HR recruitment methodology - Carry out all aspects of the company’s Management Operating System (MOS) and general processes and procedures - Ensure that all administrative duties are planned and carried out in a timely manner in line with corporate goals- Support the achievement of Customer Satisfaction levels in line with corporate goals- Management of local relationships- Ensure that the team is focussed on delivering excellent customer excellence.- Create a team environment where open and honest feedback is actively encouraged- Build an effective and cohesive team where everyone feels valued- Set clear objectives for the team members and the team as a whole

The main requirements of this role was to Manage 20 Help Desk Analysts, Implementing Monthly One to Ones, Completing Annual Appraisals, Identify staff training requirements and organise training and development, prepare shift manning rotas and annual leave requirements, dealing with staff disciplinary issues, organising Recruitment, resource planning, carrying out Problem and Incident Management for priority issues by communicating to the business, handling escalation to senior management, and organizing support groups for a prompt resolution, producing Post Incident and Management Information reports, producing Help Desk procedures and ensuring they are adhered to, liaising with third party suppliers for Service Review Meetings, attending management meetings, shadowing Service Delivery manager and chairing the Daily Operations meetings and Change Management meetings. My key achievements during this role were the assistance in the implementation of a 1st and 2nd line to a 24 x 7 IT Support Desk. I established and developed robust relationships with a wide range of major Third Party suppliers including Computacenter, SCC, DAT, Rocom, Compaq, and BT and numerous others through Service Review Meetings and played a key role in fostering a strong team spirit and forward-looking culture in the department. The Service Desk supported over 10,000 customers worldwide that included: 3 head office buildings, The My Travel Hangar at Manchester Airport, 60 Overseas Resorts in 50 Countries, 1000 Travel Agencies, 12 UK Airports and 3 Call Centres. In total, that is 9000 PC’s, 870 Local Servers, 14 servers, over 3000 Printers and over 9000 Telephones. The Service Desk also supported approximately 200 software applications that are used in the business including the majority of Windows applications.

Primarily responsible for taking control of the service review meetings with third party companies. Also headed a small team who acted as a first point of contact and were responsible for the logging and escalating of all third party calls to the respective companies. Other responsibilities included taking on the role of the Service Desk Manager in their absence.