Solution Architecture and Sales (SAaS) Director accountable for all infrastructure bid and related services provided by CGI to our clients in UK.Working with our client facing BUs I define, validate and promote our strategy ensuring involvement of preferred partners and/or tactical solutions to deliver business benefits whilst minimising integration effort and risks for opportunities both internally and externally.

Infrastructure Delivery Director responsible for Manufacturing, Retail and Construction sector leading a team of 40 service managers, project managers and architects. Directly led major infrastructure transformation programme for major UK house builder delivering a total data centre hardware refresh programme including bidding, selling and delivered WAN and end user hardware refresh programme. Successful delivery of this programme enabled customer confidence in CGI’s delivery capabilities to be restored directly leading to a new 5 year contract extension being signed.Over-saw major service improvement programme for major UK property and financial services company which led to a £15 million contract extension.Delivered over £5 million project revenue with very high customer satisfaction (> 9 out of 10).

Joined existing CGI major account as part of senior recovery team for a failing transformational outsourcing contract. Built strong relationship with new client team and put together and helped deliver major service improvement programme to dramatically improve the quality of service provided. Over 9 month period, the improvement programme has addressed all areas of service delivery including; Removal of a backlog of aged tickets of > 3000 Improved the service desk grade of service (target > 70%) from <50% to > 80% average Delivered a series of technology improvement projects which has led to a substantial reduction in the volume of major incidents Reviewed and improved all aspects of ITIL delivery processes especially around asset and configuration managementOverall the programme has led to a reduced volume of major incidents by > 60%, significantly improved margin by > 10% and improved customer satisfaction from previous rating of 4 to 7. This has led to discussions between CGI and the client over a new extended contract.

Following CGI takeover, integrated 3 separate Telecoms into one coherent team whilst addressing service risks and identifying service and cost improvements.Defined business case for and then successfully delivered major exit programme from seven year BT Global Services outsource contract. Due to the length of the engagement, the commercial and operational situation was very complicated due to poor governance through the contract. Outcome from exit was a clean commercial model for services remaining with BT and replacement BT provided networks providing substantial savingsSenior Responsible Officer for complex exit programme which was successfully delivered to budget and timescales with no service impacts. Led programme reviews with Global CIO/CTO/UK President. Programme had 16 different work streams including:• Novation of circa third party contracts back to CGI• Contractual discussions with BT over poorly defined CCN’s and continuing WAN/LAN/Voice services• TUPE of staff • Managed procurement exercises for services replacing BT services • Exit of infrastructure from BT Data Centres • Implementation of replacement WAN• Transition of support services at point of exit Post exit in April 2014, developed and led a significant Telecoms capability unit with growth from 18 FTE’s to over 100 FTE’s over 18 month period whilst driving the service quality and cost effectiveness of the unit As Head of Telecoms was responsible for • Driving continual service improvement programmes to improve the quality and cost effectiveness of the services• Developed and delivered investment cases for shared services including internet and telecoms elements of CGI cloud services;• Developing and approving all telecoms delivery for new CGI business;• Working with UK CIO, developed future investment strategy for CGI corporate LAN, WAN and voice services; and• Developed strong partnerships with Telecoms vendors including Virgin Media Business, Vodafone, Maintel and Commsworld

Joined Logica as a permanent employee to run the UK Telecoms team providing Telecoms support to over 100 UK customers. Objective was to rebuild Logica’s Telecoms stream capability in the UK, address existing service and commercial issues with BT Global Services, and to lead defining future Global Telecoms operational and outsourcing strategy in the Telecoms space. Key achievements included:• Successful completion of initial eight week stage of Global Telecoms pro-ject “Crystal” to capture and detail the global as-is telecoms spend, to work with external consultants to detail a go to market strategy and outline plan and to define a future outline operating model. Proposal submitted to board and accepted as approach to be followed in phase 2;• Recruited Telecoms design team lead and Technical Architects to enable Logica to start determining own Telecoms solutions and to be able to choose which Telco to partner with;• Recruited Telecoms Operations Manager to focus on end to end service delivery quality with focus on gaining control and management of the Tel-ecoms area by focusing on capturing and understanding existing MI data, management and closure of escalations and communication to account to better manage expectations;• Rebuilt commercial relationship with BT GS and got resolution on a num-ber of outstanding commercial issues leading to a price reduction of over £350k per annum and a clear improvement in service quality by getting in-creased focus on clearing escalations and change backlog; and• Identified and defined clear delivery strategy to position Logica to provide Telecoms services post BT GS contract.Following CGI takeover of Logica in August 2012, appointed UK Head of Telecoms in Infrastructure Services business.

Responsible for business development for Logica UK TelecommsContract working at Logica working as part of the Infrastructure Management Telecoms team focusing on pre-sales engagement and re-defining Logica’s telecoms offerings. Redefined the engagement process and introduced standard format proposals and cost templates with BT GS to improve clarity.Role changed to help with management of the BT GS commercial relationship and in particular focusing on resolving the commercial disputes with BT GS and trying to get BT GS to provide cost saving opportunities for Logica. Worked with Corporate CTO office to identify and define potential opportunities for achieving cost savings and operational efficiencies globally in the Telecoms space.

Recruited to own, lead and deliver the service delivery elements of outsourcing solutions working on bids in range of £25-£100m, with a range of accounts in Local Government and Devolved Agencies sectors. Working with technical, commercial and financial to ensure deliverability of bid, managing solution teams and facing into customers and suppliers at Director level. Also reviewed existing service delivery on accounts and pulled together Service Improvement Plans to address all aspects of the service including resourcing, financial and process conformance.Primary activities and achievements: •Defining end to end service solution and ensuring deliverability of solution, with full responsibility for service excellence;•Identifying and defining service improvements and plans to deliver the benefits identified, including demonstrating alignment of services to customer’s strategies;•Led service elements of customer dialogue including negotiation of SLA’s;•Reviewing delivery of existing accounts and identifying substantial service and financial improvements;•Responsibility for driving adherence to BC/DR and risk plans for accounts in sector;

Two parts to this role – initial focus on keeping the lights on from a service perspective for both Fujitsu’s clients and internal network with full responsibility for all service delivery. Subsequently, having hired new operations manager, moved to focus on definition and creation of service and offering strategy for Fujitsu’s network services, including future network management toolsets and secure management infrastructures. Primary activities and achievements:•Worked with Director of new organisation to help define new management structure and role definitions and involved in recruitment of other members of leadership team;•Responsibility for delivery of shared network service to over 100 customers;•Project governance over major core network update programme;•Responsible for starting account engagement to assess satisfaction with service and managing SIP to address areas of concern to improve satisfaction•Led team to implement number of lean process improvements projects to optimise service delivery;•Led team responsible for definition and creation of updated service and offering portfolio for Fujitsu’s network services;•Created and delivered internal marketing campaign across UK to publicise refreshed offering portfolio and enhanced core network capabilities;•Sponsored programme to define strategy for future network management toolsets and management infrastructures;•Worked closely with lead infrastructure and offering architects to define three year service strategy for network offerings to underpin Fujitsu’s utility based infrastructure services; •Responsible for approval of network offerings in bids and development of network marketing collateral and supporting documentation; •Full P&L responsibility for capability unit;•Overall responsibility for a number of HR and redundancy issues;

Recruited to identify and implement range of improvement programmes across the unit to improve quality of service whilst driving substantial cost efficiencies. Primary activities and achievements:•Developed and implemented service improvement plan covering capability unit;•Worked with operational leads to identify opportunities to drive productivity improvements;•Sponsored projects to shift left work to near-shore capabilities;•Managed project to create service descriptions, OLA’s and service component definitions to define services offered; •Drove exercise to clearly identify service component costs;

Head of Service Delivery for Automobile Association account. Responsible for all service and project governance across account delivering VME mainframe hosting and processing services and application maintenance and development services. Matrix management of 4 SDM’s, 4 PM’s and approx 110 staff. Developed a very strong customer relationship across all levels of IT and business, including weekly meetings with CIO, and regular project discussions with business contacts.

New business Service Delivery Manager for Civil Government accounts working on a range of bids to ensure the service design was architected correctly and in line with ITIL guidelines.

Service Delivery Manager responsible for full IT, applications and telecoms outsource for George Wimpey, a major UK house builder, supporting over 2500+ seats across 30+ major locations.

Technical consultant and Project manager for Logica involvement in a large worldwide integrated supply and demand optimisation project for BP Chemicals, a major chemicals organisation. Primary activities and achievements:• Project interface into global project based in USA;• Worked with customer business functions to identify data requirements to feed optimisation project;• Organised collaboration with numerous 3rd party IT support organisations and in-house operations staff to deliver interfaces from chemical sites operational control systems;• Grew Logica’s involvement in project from initial £60k / 3 months to £300k / 18 months by identifying additional areas of work;• Due to reputation gained, was asked by customer to perform similar role during integration of systems for joint venture with Solvay – a Belgium chemical organisation;• Managed application development and support team of 20 supporting logistics and distribution application;

Self employeed consultant speciliasing in Technical Consultancy, Systems Analysis and Design on AS/400 and RPG. Contracts included Logica, British Airways Holidays and Cunard Line Limited working on a number of year 2000 migration projects and ERP interfaces including EDI and middle-ware/EAI implementations

Recruited to prepare UK operations for Pan European ERP implementation, working with US and European MIS management.Promoted to UK MIS Manager with responsibility for IT budgets, operations, projects and staff. Involvement at UK board level during re-organisation of UK business to reduce overheads and costs including office closures and set-up of home working facilities.

Technical consultant providing systems analysis and developments for a number of organisations specialising in support of manufacturing software supporting operational systems including just in time operations.

Senior analyst providing support and development for company’s logistics, sales and accounting systems. Acted as IT Manager for 3 month period following departure of previous manager.