Responsible for coordinating the successful delivery of all End User services to a new Home Office in Massachusetts, USA.The newly acquired office is 450,000sq ft and needs to be fully redeveloped and furnished to support 2000 associates.

IT consultant supporting the business by managing everything related to AV and Passive Infrastructure design and delivery on their new 12 storey European headquarters, delivered in July 2021. Working with various business stakeholders and internal IT teams to ensure all expectations are managed. I’m also continuing to manage a number of IT projects, as well as planning the dilapidation of buildings we need to exit.

I’m managing a portfolio of IT Innovations that will be included in the new European headquarters campus; Workplace reservation system, Concierge App, Digital Lockers, Digital Signage, IPTV.

Interim Infrastructure Manager responsible for the European infrastructure and operations teams including: Application hosting services, Networks, Databases and Voice.

Environment Summary: 16,000 colleagues, 15 direct reports, 2,500+ servers, multiple datacentres and numerous server rooms.Role: Responsible for leading the Wintel, AiX and Backup teams which provide the foundations for various different applications including SAP, Sharepoint, and numerous Web applications. Review existing third-party supplier contracts to ensure they are performing to SLA, which need to be aligned to support OLA’s and are value for money. Effective management of the project demand, ranging from: small/large application and system upgrades, to data centre consolidation and hardware refresh. Main responsibilities: • Manage systems that support 16,000 internal colleagues on Server, OS, Storage and Load balancing/traffic management.• Technical matrix manager of three teams split across UK, Germany and France.• Represent division at CAB meetings.• Provide project resources to support business and internal applications teams.• Attend project steering meetings and provide technical feasibility/requirements to deliver.• Budget management of OPEX and CAPEX lines.

Consultancy services: advise businesses on how best to maximize their current IT solutions, to ensure they are meeting their current business needs and how current/future technology developments would benefit against their objectives.

Manage the support and delivery of all IT/VoIP systems provided to all Group companies (2,500 colleagues in Europe and USA) through customer focused IT Teams. Ensure effective Event monitoring, along with problem/incident management processes are followed, to ensure the availability of 600 servers in Dev/test/live environments, also supported with effective change management procedures. Ensure supplier contracts are aligned to support business objectives and are valuable to both parties. Effective management of the project portfolio, ranging from: application/system upgrades to new company system integrations and data centre moves.Main Responsibilities:• Deliver a consistent high quality service covering IT Support and Infrastructure systems to Group companies located in France, Germany, Italy, Spain, Netherlands, Ireland and USA, supporting 2,500 colleagues. • Matrix management of staff in both internal, remote and outsourced teams: regularly review performance/skills/training needs to ensure all individuals/teams are able to deliver to the best of their ability, to a high standard and irrelevant of location, feel part of the IT team.• Incident/Problem Manager.• 24/7 Incident management.• Identify, review and build business cases for the implementation of new technology that could benefit the business or IT in either efficiency or improved effectiveness. • Ensure that IT delivery supports business objectives, through capacity management and senior stakeholder management. • Regular visits to local country Head offices• Manage project pipeline (average of thirty projects) and delivery.• Assist application development teams in application development and upgrades.• Business acquisition: document, objectives, matrix management.• Manage major incidents and multiple requests with clear organisation/prioritisation. • Ensure ITIL principles are adhered to within all environments and IT teams.• Effective Change Management with documented processes followed.

Achievements• Restructured the second line team, in which I dealt with the redundancy of ten people and re-hiring of six people to align to business requirements. • Re-motivated the staff and promoted a customer focus, which the second line and production team lacked. • This was been very well received by the business and due to the commitment of all support teams, worked well within a short period of time.• Part of the project team that successfully implemented an upgraded WAN solution, which reduced OPEX costs and improved reliability.• Created customer service focus and aligned delivery to business needs. • Successfully managed break-fix hardware contract to reduce OPEX costs.Responsibilities: • Manage the Service delivery team using a centralised support model, which encompasses the first line, second line and production with a flat structure with all twenty staff reporting directly to myself. • Manage multiple third party suppliers to ensure targets for SLA’s and KPI’s reviewed. • Manage two reports from third party suppliers, one being maintenance for our hardware and the other being a print room engineer responsible for a production printer. • Support 1800 colleagues in High street locations, on-site alliances and Head office.• Regularly meet with board members to ensure service delivery/quality supports business objectives.

I originally joined as an Analyst with the view to fast track, one step of which was obtained in May of 2001. I then was responsible for managing the service desk of seven analysts’, in first line support. They supported three platforms and around forty applications to a customer base of 1500 staff, with an average of 5000 calls per month. I was responsible for arranging training and personal development programmes. Also responsible for the budget of the team and forecasting the future budget requirements which then had to be agreed with the Finance Director. The team had a starting closure rate of 35-40% when I joined which in six months had changed to 60% and after one year, 70%. I was also responsible for working with the business to ensure SLA’s were devised and revised, to ensure key business functions are met.