Leading the operational capabilities of Change, Transition, Incident, Problem and Technical Resilience. Whilst supporting the overarching delivery of the IT Operational Service Transformation Strategy, with a focus on efficiency through collaboration and savings, process improvement and business & supplier alignments across the service ecosystem.Operational leadership and delivery of services within Tokio Marine HCC International Service Management Capability including Incident, Problem, Transition, Change and Operational Resilience teams. Leading on the Service Management Transformation activity focusing on business engagement and service consumption models that align to business operational needs, ITSM process improvement, tooling alignment, and improving overarching maturity capability within the organisation. Producing the Target Operating Model (TOM) and supporting enabling roadmap for the Platforms function incorporating Networks, Hosting, End User Compute and Service Management capabilities. Defining the Service Management Tooling improvement roadmap, leading the procurement activity and initialising a phased delivery model focused on both ITIL process and business end user experience improvements. Re-design and implementation of the Service Transition process for bringing new business and development projects into the Service Delivery Model without disruption. Coordinating the intercompany agreement of service provision and consumption models between respective organisational areas and business operational needs, services and strategies. Enabling and supporting the Operational Resilience team in the review of the technology estate to identify single points of failure, highlighting associated risk profiles, and defining the service improvement portfolio to enable mitigation. Owning the review of business-critical services and delivering an aligned Disaster Recovery capability.

As the Programme Workstream Lead for Service Design, Transition and Delivery, I directed the respective delivery activities across a multistage deployment of a mission critical service. Managing a multi-discipline and cross-supplier team of Service and Enterprise architects, tasked with defining and implementing the respective service models and the complex multi-service and mission critical operational support capability.

As a SIAM and Service Architecture Consultant, I am applying my analytical skills to review existing operational processes and services, and the current service improvement pipeline. This requires me to present evaluation reports with recommendations for future models to enable greater control, single data source, and in-house data management. In addition, I have defined the consumable services, operational support frameworks, contractual obligations and service principles for adoption and alignment against the future service operating model. As part of this role, I have reviewed the As-Is Service Catalogue to define current offerings, and shaped requirements to support required business change activities, the service improvement pipeline and respective project commissioning.

Direct report to the CEO and supporting consultant to the COO, with a remit to define and implement a Service Management capability that aligns to their current service offering. Providing a 6 and 12-month growth and maturity roadmap. ITSM tooling migration and adoption and outsourcing partner options. Refocused management practices to better address overarching goals of IT and wider business such as end-to-end service lifecycle, introduction of ITSM & ITIL, cultural change, IT governance, control & risk. Restructured a framework for managing all technology services and organisational transformation which is consistent, steady, and incremental, delivering on-going improvements. Established a series of initiatives to improve value of services delivered via an intuitive set of processes, policies, and tools. Devised service desk management systems to increase customer service Acquired third-party vendors/client IT teams to deliver solutions effectively and efficiently. Developed request to release pipeline with outlined future options towards a Software Development Life Cycle process.

As Head of Architecture at the Crown Prosecution Service, I defined, implemented and transitioned the architectural capability from a fully outsourced model to an in-house managed function, and implemented design principles and associated governance framework.I also achieved a more succinct workflow and increased engagement in solution design and delivery following the revision of operational working practices with suppliers.In addition, I governed the Architectural element of the £30m Apps and Hosting contract procurement cycle, transitioned the CPS to a cloud first approach, shaped an ‘As Is’ landscape view of all infrastructure, networks and applications, introduced a standardised core test approach, established strategic architectural objectives and delivered a comprehensive position on key strategic elements.

As a Chief Service Architect, I supported Architecture capability and Information Assurance on the £600m Common Platform Programme.This required me to outline the Service Design Architecture adoption approach, how the function would operate against an Agile and Waterfall delivery model as well as associated governance and engagement within other key service areas. With strong analytical capabilities, I evaluated the internal service management function, supporting processes, resource capability, existing business continuity plans and business operating models in order to support the business IT strategy, ensure alignment to business requirements and to inspire improvements. In addition, I recommended an associated data ownership governance model, defined the programme level disaster recovery requirement, facilitated cross-organisational engagement between the Police, CPS, HMCTS and the Judiciary, and shaped the Service Design Architecture approach and the Target Operating Model.

As Head of Property Management, I Introduced a Service Delivery Management framework into the EDF Energy Property culture and business model, and inspired the assurance of property projects and services across a nation property portfolio comprising of 14 sites serving in excess of 15,000 staff, with a portfolio budget of £7.5m.Committed to the realisation of cost reductions, I saved £1.5M via the implementation of revised collaborative services work-streams, the management of associated commercials with suppliers and the associated business function workflow redesign.In addition, I defined the customer service capability and partner management function, provided logistical support for a large-scale Desktop Refresh programme, and created the business change model and engagement framework to support the business and identify requirements.

As Head of Project Tools and Methodology, I reviewed the tools architecture and working practices following the merger between EDF Energy and British Energy, and defined a standardised set of IT tools for the project community.Within this role, I oversaw various high-profile projects including the implementation of MS SharePoint 2010, the delivery of a nuclear industry approved collaboration portal between accredited and non-accredited networks, and the introduction of an Enterprise Project Management (EPM) Solution.As a strong communicator, I enhanced supplier engagement and supported the definition of business requirements to enable the review of IT services. Committed to achievement of operational efficiency improvements, I embedded standardised support models and service definitions, defined service evolution roadmaps for corporate infrastructure solutions, and advanced and embedded training processes and supporting material for all project tools.Within this role, I also received a reward for the delivery of the greatest level of collaborative innovation at EDF Energy in 2010.

As Head of Transition Management, I fashioned and implemented a process to transition new services into the EDF Energy production environment to ensure a fully functional supporting capability within IT Operations. This required me to oversaw the alignment of operational processes following the EDF Energy and British Energy merger, implement an ITIL/ISO 20000-compliant transition management process, develop standard processes and products, and collaborate with service management teams to ensure consistent integrated service delivery. I also formed strategic, tactical and operational improvements to meet service management requirements inclusive of a work-stream acceptance approach for a large-scale application delivery process.

o Managing ITIL/ ISO 20000-compliant Service Introduction and Acceptance process in accordance with overall change programme and divisional strategic goals. o Establishing, and maintaining, relationships with stakeholders, ensuring Service Management subject matter experts’ requirements were met. o Creating strategic, tactical and operational improvements to meet Service Management needs. Establishing development regime for Service Introduction and Acceptance team.o Taking project through both the Acceptance into Service Design and Fit for Purpose Phases. o Planning and delivering Service Introduction and Acceptance of IT projects process improvements. o Monitoring and reporting progress of all Service Introduction and Acceptance. o Liaison with project leads to ensure correct functional interlocks. o Assisting the maintenance of plans and produced functional documentation.o Working closely with Service Management teams to ensure consistent Integrated Service Delivery.o Tracking and recording progress against plans and in managing risks and issues; taking appropriate action as necessary to highlight areas that are not on schedule: