Global Head of Infrastructure Operations & SupportReporting directly to the CTO and a member of the Mirriad Technology leadership team. As part of an extensive technology driven change and transformation initiative, responsible for devising and successfully implementing a global technology support strategy to support the growth of the scaling Mirriad business.Key ActivitiesMember of the Technology leadership team responsible for the change and transformation of the business. 50 technology professionals. 10 direct reports.Operational effectiveness review of all operational and support activities including ways of working, mindsets and thinking, and talent pool capability making resourcing changes where appropriate.Creation of a multi skilled Mumbai based talent hub to provision effective 24/7 global support.New York office technology support partner selection.Infrastructure and security discovery and remediation planning.Migration of on prem Atlassian tooling to cloud and the adoption of Jira Service Management.Ownership of the Technology Opex & Capex budget and all related cost optimization activities.Solution lifecycle management identifying priority key business applications ‘at risk’.Set up and chair of weekly CAB.Short notice set up of regional offices in New York & Shanghai.

I joined the Technology senior leadership team successfully supporting the CTO in the design, planning, and delivery of a significant strategic pre acquisition business technology change and transformation programme. Successful in fulfilling three key roles: Head of Global End User Compute & Service Delivery, Head of Finance Systems, and Head of Real Estate Technology. Lead participant of the Technology change, incident, and problem management boards.RESPONSIBILITIES. Leadership – operational and support strategy, execution, and empathetic people performance management.Finance ERP technology stack lifecycle management.Global end user compute support and service management.Real Estate technology operations remodelling.JIRA service management champion.Change, incident, and problem management senior board member. C suite stakeholder engagement and relationship management. Highly available and visible technology and business bridge.Graduate ambassador and student work experience champion.ACHIEVEMENTS.Built a talented team. Perceived as being consistently high performing and trusted by the business.Citrix, W10 and Microsoft 365 global desktops delivered on time with 100% successful end user deployment. Joiner and leaver access control automation successfully increasing stakeholder accountability. 100% appropriate user access at all times.SoX regulatory controls, governance and reporting successfully developed and implemented across key Finance and HR apps ahead of a crucial E&Y audit.Start of day JIRA automation control checks implemented across all Technology functions vastly improving technology operational readiness/availability and the customer experience. Lunchtime learning and Tech bar increasing end user knowledge and confidence.Head Office end user relocation lead. Zero business downtime across two move weekends.

I was invited to join Technology with a specific remit to pick up and deliver a stalled business wide Citrix VDI deployment and following the successful completion of that initiative I was asked to implement required change into the activities and outputs of the global desktop support function. In building and developing a consistently high performing and trusted global support team utilising JIRA ITSM I then successfully executed the same within Hermes Real Estate technology operations vastly improving the outputs and perception of the function. This was achieved while retaining lifecycle management ownership of the Finance ERP technology stack for Hermes and parent BT Pension Scheme Management. RESPONSIBILITIESOnshore & outsourced offshore support management.Integration of Real Estate technology operations into the Group Technology function.Custodian of the Finance Infor SunSystems ERP application stack and underlying infrastructure.Citrix VDI engineering.Front office applications management. JIRA ITSMACHIEVEMENTSSuccessful transition of outsourced Bangalore offshore support framework to London repairing the negative perception of Technology’s ability to support the global business. Through resource and process change SLA response times consistently upward of 97%. First time fix rates 90%. Improved customer service and repaired broken relationships to restore trust.Implemented self-service incident reporting and service requests with disciplined performance measured ticket management and behaviours. Citrix VDI deployed across all global desktops.Real Estate technology strategy and support remodelling. 3x FTE headcount reduction and associated costs circa £200k. Negotiated savings of 30% on contract renewal commercials. JIRA ITSM tooling implemented within Finance, HR and Product Development functions.

I joined Hermes to deliver a FinTech project implementing an entirely new Infor SunSystems ERP technology stack with the added objective of embedding the Proactis spend control solution and process governance across the organisation. A member of the Finance senior management team reporting directly to the CFO and successfully establishing myself as an effective conduit between Finance and Technology during a key period of strategic change within the organisation.RESPONSIBILITIES. Full Finance ERP technology stack product lifecycle management.Business process definition and solution design.Technical and functional development of the products and the team.Introduce and embed the P2P spend control concept across the organisation.Active third-party relationship management.Stakeholder management.ACHIEVEMENTS.Proposed and executed a Finance operations product framework and strategy.Worked within a new Finance senior leadership team to fix a broken function whereby consistently failing to deliver from an operational and reporting standpoint had become the norm. Delivered end user training designed to meet both the operational and regulatory reporting requirements of the business.Negotiated senior stakeholder adoption of P2P spend control significantly reducing a maverick spend culture evident within the business.