Rajesh Mistry Email and Phone Number

Drive comprehensive review of ITIL processes, working with stakeholders to identify issues and operational gaps as well as document future requirements, research IT solutions, and deliver recommendations for improvements and changes in alignment with goals.Key achievements• Orchestrated implementation of approved solutions, processes, and procedures while ensuring adherence to SLAs, KPIs, and reporting requirements.• Facilitated enhancements in assets management by mapping out processes, uncovering and targeting opportunities for improvements, and presenting high-impact plans to optimise training, IT performance, governance, and compliance

As Head of Service Management, I oversee global functions within the Group IT Operations sector, enabling the effective delivery of high-quality services to Inchcape. I also ensure that service support & delivery procedures are in place to meet business requirements.✰ Daily Operations ✰✔ Overseeing asset management, incident, service requests, change, & service transition processes✔ Directed Application Support Function for legacy & new eco systems, with MSP's✔ Manage regional SDM's, while mentoring & guiding others to deliver high-quality services✔ Review & negotiate service contracts, while establishing ‘centre of excellence’; ensuring ‘good’ practices are replicated across all geographical regions✔ Confirming that SLAs are reviewed with business stakeholders, ensuring they’re aligned with business requirements ✔ Drive internal & 3rd party service review meetings covering performance, service improvements, quality & processes✰ Notable Achievements ✰✔ Established successful working relationships with internal & external stakeholders when joining organisation during lockdown✔ Permitted Support Team to capture issues early & increase system availability, by implementing event management on new, bespoke software:- Implemented ticket automation, including logging, assigning correct incident categories & priority✔ Implemented scripts with auto corrective actions (for known issues)✔ Minimised number of repeat incidents by 30% across entire company suite, by using metrics✔ Reduced overall costs by 50% through re-negotiation of service contracts✔ Supported & negotiated improved SLAs & KPIs for deskside support, & EUC✔ Confirmed security, maintenance, & backup activities across the board were successfully progressed, & reports are updated, by introducing weekly controls reviews✔ Submitted annual budget in line with resourcing, licensing, support services, renewals, & more✔ Ensured company did not exceed the spending limit, by monitoring Opex / Capex

This role included managing the local service desk, network infrastructure, and service delivery.✰ Daily Operations ✰✔ Coached and mentored Service Delivery Team to deliver results that exceeded expectations✔ Documented requirements for effective incident management, with production of service metrics; highlighting demand and availability of IT support services✰ Notable Achievements ✰✔ Developed strong relationships with all third-party suppliers and, in turn, ensured SLAs and maintenance obligations were continuously met✔ Confirmed that all elements of work were captured and assigned to recourses, after developing formulised programme✔ Created rollout schedule to migrate to Windows 10, supporting both the organisation and sister companies

While working as Head of IT Service Delivery and LISM, my role included progressing dormant projects for infrastructure technology refresh with a managed service provider.✰ Daily Operations ✰✔ Implemented first-hand knowledge for support services in ‘Service Now’✔ Monitored spending and ensured all work scheduled was completed on-time and in budget✰ Notable Achievements ✰✔ Restructured entire team to provide two-tiered 24/7 support and installation service✔ Successfully reduced costs and reported accurate results, of which licenses were being used, by managing licences✔ Produced beneficial IT work schedule, based on business priorities, after introducing collaborative working with diverse departments

As a Service Improvement Officer my work included:Introducing Service Desk metric analysis and trending.Mentored Team Supervisors to adopt correct behaviours and ITIL working practices.Documentation of basic incident management processes and a working knowledge base. Test and implementing a Knowledge Base in new Service Desk Management Tool.Providing Incident Management reporting to SMT identified trends.Managed the Service Desk Team to ensure everyone delivered a great "User Experience"

Specialising in Support Service Management, Implementing ITIL based processes, Building Strong Performing Teams, Transitioning Services (from UAT to BAU), Rolling out new technology and Identifying, Collaborative Working and Implementing Efficiencies

• Providing strong leadership and strategic direction to a team of technicians responsible for delivering exemplary IT services to EDM staff and customers, serving as the main point of contact• Responsible for managing all requests, incidents, and enquiries, proactively ensuring that the necessary systems and resources are available to meet all customer SLAs while serving as the main escalation point for any urgent, complicated, or sensitive matters• Preparing detailed analytical data and KPI reports for the management team to facilitate effective strategic planning and resource allocation, promoting the on-going success and driving a number of continuous improvement initiatives for the team• Collaborating with each team member to formulate and implement detailed staff development plans, including regular 1-2-1's to ensure all personnel are reaching their full potential• Regularly liaising with various stakeholders and vendors to evaluate SLAs and managing on-going performance• Proactively developing new service centre processes and improving existing procedures to streamline operational efficiency while maintaining high quality service delivery• Delivering extensive training and coaching sessions while mentoring service desk specialists, liaising closely with other EDM leaders to identify system and training requirements and ensure all staff are equipped with the necessary knowledge and expertise to excel in their respective roles• Ensuring strict compliance with relevant EDM policies and procedures in addition to monitoring confidentiality and privacy requirements, maintaining the security of all company and client proprietary information• Managing a central solutions repository to facilitate open sharing of knowledge, maximising efficiency while ensuring known errors and solutions are shared amongst the teamLiaising closely with the build teams, promoting open communication and transfer of required knowledge to facilitate efficient operations

Providing 24/7/365 support to the UK, Ireland and EMEA regions•First line operational support of mainframe, server/distributed & network platforms•Initial technical point of contact for clients/ users•Pro-active monitoring of live environments•Managing & resolving alerts; escalation of issues to higher tier support•Ensuring service levels are met•Incident management OOH for P1 and P2 issuesKey achievements- • Resource management o Implement a robust model of service cover to ensure that the service was appropriately resourced at all times • Stream lined ITM (Auto alerting) to ensure one alert resulted in one support ticket being generated o Reduction of low value alerting and tickets by 40% • Implemented Auto Resolution Scripts o Resulted in incidents being pre-emptively resolved before an outage occurred o Increased availability of services to our customers • Use of reporting tool called SiSense to trend ticket generation o identifying noisy assets and then holistically looking at them to reduce or eliminate the errors and alerts • Creation of RAG dashboards for different technology groups/ services and products• Looking at ticket volumes in priority groups o Tackled the issue of are the definitions of the Priorities correct for today and if not, engage with the business to have the incident types re-prioritized. • Transitioned support from 3rd line teams into the 1st line arena for improved service to our users. • Introduced new diagnostics and monitoring tools into the 1st line support arena to help with quicker detection and resolution/escalation of incidents • Reduce waste tickets by 50% • Increase ticket quality and value by 35% • Implement Auto correction scripting that reduces the number of tickets needing intervention by 15% • Reduce the number of tickets that were transferred to different technology groups by 60% o Creation of weekly alert management dashboard outlining areas of focus and challenges

Responsible for supporting and maintaining Desktop Infrastructure ensuring BAU & maximising IT availability. Overseeing the day to day management and running of the ICT Service Desk & second line support. Personally accountable for developing and deploying new technologies & services across the desktop infrastructure & developing Customer Service Catalogue Key Achievements:• Project managed replacement of Patients Administration system (PAS), ensuring service readiness for service desk at go-live, creating, documenting & implementing processes for incident, managing problem & change management (ITIL) with third party supplier & creating an internal support model for IT department• Commissioned & implemented first ever CMDB using DNA-NetSupport & DSL using snow, documented processes for reporting and maintaining an accurate inventory of hardware and software assets• Lead Printer Rationalisation Project: replacing over 600 networked printers with approximately 150 multi-functional devices across the hospital, demonstrated significant savings in the first quarter after completion• Project managed Sophos Encryption & Port Control Project delivering continuous service improvement• Managed & implemented the Windows 7 Roll-out Project including upgrading PC’s, investigating legacy software, replacing & upgrading with support from within the business & a technical team• Managed replacement of email system, implementing full programme including preparing training documentation, intranet information guides & developing a comm's strategy• Reengineered Incident & Problem Management Process for service desk, second line support & department in line with ITIL principles• Negotiated & implemented OLA’s & SLA’s with internal resolver groups & the business at large• Created, documented & implemented a CAB process for the first time within the Trust• Single handily negotiated & gained representation of the Chief Operating Office on the executive committee

A very abled and confident professional working with a 3 star rated (SDi) Service Desk to provide best in class 1st line support. With experience and key achievements in the follow areas:-Incident /Problem call routing and resolution,Creating an IT SPOC,Ensuring all aspects of operations are adequately covered,Trend analysis and data generation, Post Major Incident/Problem reviews,Leading and developing a team, Developing processes to ensure a consistant and high level of service is delivered,Recruitment and retention, Coaching and Mentoring,Process and Procedure improvement,Customer and Supplier relationship management,Increasing customer satisfaction,Raising the teams/individuals FCR rate.

Account managed all aspects of ICT related work for the 3rd largest education authority in the UK.Provided one point of contact for all ICT related issues/queries.Managed and deleveloped a team of multi-skilled technicians.Provided 1-to-1 Coaching and Mentoring.Managed large projects (deployment of VOIP, migration to exchange server, replacement of local cabling infrastructure, commisioning and decomissioning of sites, software and hardware update/ replacements).Co-ordinated work between 3rd parties and internal teams.

worked as a technician providing support and installation service to the Councils 5000+ client base.Enjoyed leading the Y2K project in 1999, where I led a team that made both hardware and software Y2K compatible, through hardware and software patching.

Initally started working for Dixon as a PC Field Engineer. Progressed from there to a Team leader for the midlands and then to Operations Manager for the Midlands

This role involved meeting Dixons Group commitments, made to it's customers who had purchased goods from one of Dixons Group stores and needed assistance if the appliance developed a fault.