With focus on the transition of IT Services to outsourced service providers and the ongoing management of those partners. Responsible for Service Delivery and major incident management ensuring services are restored as quickly as possible and that pro-active steps are taken to avoid service interruption.

Managing the IT Service Desk and Desktop Support teams, I focused on process improvement and service delivery. Developing the skills and competencies of my team to improve service quality and reduce call times, we achieved a 50% reduction in open incidents. During this period I transitioned out of hours support to a 3rd party service provider and managed that relationship.

Working within the Service Transition team, protecting the Network Rail Production Environments by ensuring that both internal/external teams and suppliers adhered to a strict project lifecycle. This oversight and governance role ensured the smooth transition of projects into BAU. Liaising with support teams, business colleagues and suppliers and facilitating stage gate meetings to control progress and ensure issues were identified and risks mitigated. With multiple projects to oversee, stakeholder management and effective relationship building were key to the success of the role.

Responsible for the support of all 3rd party developed applications in Severn Trent Water. Managed critical 24/7 support for multiple systems. Developed teams with the skills, knowledge and resources to provide effective support. Managed 3rd Party service providers, working in partnership to improve processes and service delivery. Ensured teams readiness to transition applications into support Led an application development project which delivered huge benefit to Credit Management. Using my PM skills I also led an infrastructure re-platforming workstream.

Responsible for Service Desk and 1st/2nd Line support across all systems used in Countrywide Surveyors. Created a function that could respond quickly to requests and ensure that service was restored asap. Developed a multi skilled team to increase speed of resolution to issues. Acted as Senior User on Project to replace ITSM management system. Utilised my ITIL knowledge and experience to ensure that the transition was seamless.

A broad range of responsibilities from Divisional Finance, Admin and Project Support Team, Security Administration, Major Incident Management, Change Management, Problem Management and Procurement of IT Assets. With continual Service Improvement Plans for all functions and a focus oncost management and service delivery whilst motivating a team of 35+, I ensured that my teams had the skills and resources to deliver excellence every day

As the liaison between key business stakeholders and IS, whilst managing several groups of internal IS resource, I ensured that the business priorities were understood and acted upon by IS and that our service provision supported the business objectivesCost reduction whilst delivering excellent customer service was a key driver in this role and I successfully automated reporting which allowed for the removal of a MI Team.

Responsible for the Support of all applications within the organisation, I merged two disparate help desks, streamlined processes, implemented ITIL conformant Incident and Problem Management processes. Using Root Cause Analysis techniques I reduced the workload significantly by targeting the cause of issues and implementing changes to remove or reduce the cause.

Tasked with reducing cost, improving efficiency and reducing the level of complaints within the Managed Services Division. Having met key stakeholders and agreed the main issues, I set up a central administrative function whilst reducing cost by removing on-site based administration staff. The team were responsible for all administration for the Managed Service on site teams, ensuring that new starters were efficiently on boarded, managed training for colleagues and worked closely with the implementation team to support the transition of new support contracts. By mentoring my team I had a leader in place to step into the role when I was asked to move to another division.

Contracts Admin managed the maintenance and renewal of all Contracted Services for Computacenter. I ensured that the periodic and time and materials billing was produced to schedule and was responsible for the 3rd party maintenance contracts. During this time I reduced cost by negotiating a 50 % discount on a large maintenance contract which added significant profit to that account. Whilst in this role I reduced the team size by improving processes and productivity. Effective team development and succession planning meant that I had a replacement Manager ready to take over when I moved into the Managed Services Division.