Responsible for the development and implementation of an effective BAU application support model that is appropriate both for existing markets, and for forthcoming additional deployments. Key areas include​:• Third party supplier management • Introduction of change and releases procedures integrating multiple markets and partner systems• Development of meaningful KPIs, backed up by SLAs and OLAs • Ensuring that appropriate ITIL processes are in place, with a particular focus on Incident, Problem and business-driven Change Request Management.• Establishment of clearly defined support roles and responsibilities

• Successful deployment of monthly Releases encompassing projects, chargeable changes, break fixes and mandatory patching• Solution Manager 7.1, ChaRM implementation - SME and Process Owner, delivering process design and documentation, and defect management and testing, using Xerox, and 3rd party (ATOS) UK and off-shore resources • Development of “A-level” Release Planning for SAP and other key systems • Integration of Release Management process with in-house project management methodology • European SAP input to global cross-platform Release Management governance

Provision of Change Management expertise on a contract basis to the Uxbridge-based Xerox European SAP Competence Centre, supporting the on-going European SAP program:• Development, documentation and roll-out of an ITIL aligned Change Management process and procedures, focused on monthly releases, processing in excess of 100 Change Requests per month• Elimination of the majority of cutover issues for Changes into Production• Ensuring that Change Management passes the regular Sarbanes Oxley / Price Waterhouse Cooper process audits • Close interaction with a third party supplier (Axon) • Chairing weekly CABs and Technical Assessment Meetings, and ad hoc E-CABs• Development and maintenance of effective Forward Schedule of Change and Projected Service Outage information

• Management of all Change Requests relating to the Xerox “A2B” SAP project• Chair Change Design Review and weekly CAB meetings• Chair ad hoc Emergency CAB sessions

• Manager of a team of change analysts supporting a number of high profile, industry sector leading clients• Detailed involvement in the development of an enhanced Change Management service offering, including:- Strategic change process evaluation, definition and documentation- Customer-specific process documentation • Client liaison, including introduction of enhanced processes• Chairing CABs and Technical Review Boards.

• Managed the introduction of ITIL Change Management to Inchcape plc on time and to agreed quality standards • Delivered effective ITIL-aligned processes, procedures and documentation for “business as usual” Change Management in readiness for the first UK and European SAP implementations• Implemented ITIL-based Change Management for the sub-contracted SAP server / operating environments and for the SAP software development programme • Developed and implemented a Business Impact and Risk Model for assessing Change Requests• In the absence of a Service Management toolset, developed and implemented an integrated Change Request template and detailed Change Management workflow control process• Developed an integrated Service Catalogue and high level SLA approach, together with a manual Configuration Management Database in readiness for new ITSM toolset work• Co-ordinated, and provided significant input to, the integrated Service Management toolset selection process, focusing on a “Software as a Service” model

• Created a successful and effective Central Service Desk, handling up to 21,000 calls annually, within tight time and cost constraints• Improved call response times from 37% to 94% and resolution times from 55% to 78% • Reduced the average age of open calls by over 500%• Reduced calls going to voicemail by 78% • Reduced service disruptions during business critical periods from 1-2 per month to zero• Reduced formal complaints about service from an average of 3-4 per week to zero• Acted as Incident Manager and / or Problem Manager as required• Managed variously: - a first line team of 4 - separate second line teams of 4 and 3 staff respectively - third party service support provision• Recruited 4 staff, all of whom proved to be successful in their roles• Motivated and developed staff, providing effective career progression for 5 individuals • Managed the transition of applications to and from the Service Desk, ensuring documentation, communications, support team training and report formats were in place

• Fulfilled the Business Lead role in a project to evaluate contract management processes and create the detailed written specification for a new system to support the business across Europe in a more customer-focused way.• Performed detailed Business Process Analysis for the entire Service Contracts operation in conjunction with an external consultant and IT management• Formulated detailed product requirements for different aspects of the business, involving members of different teams, focusing their attention on a “clean sheet of paper” approach• Identified and implemented immediate customer service improvement measures

• Managed two teams, totalling 16 staff, through their transfer from Mercedes-Benz UK to its Fleet Management subsidiary• Saved c. £1/2 million per annum, whilst reducing delays in payments by up to 30 days• Addressed a wide range of HR issues, including the terminal illness of one team member and the dismissal of another for gross misconduct, whilst minimising the impact on team morale in all cases• Improved team performance, achieving objectives within a happy working environment• Built strong and trusted working relationships with dealers and other internal teams• Introduced internal Service Levels, leading to a 27% increase in Service Contract quotations and a 28% increase in activations• Acted as Interim Manager for a further team of 10 staff

• Managed the development of Group truck telematics systems for the UK market. (Telematics is the use of in-vehicle technology to provide remote access to management information such as location, speed, fuel consumption, driver technique etc.)• Performed market research to evaluate an “in-house” German system for the UK• Defined and recommended product enhancements to the Board in Germany• Participated in the M&A and subsequent integration of a separate UK-based company into the German organisation to meet customer service requirements.

• Managed all aspects of the localisation and subsequent UK-wide roll-out and support of a complex laptop PC-based customer sales support system, working at various times with Windows NT4, Windows 98, Windows 3.11 and OS2• Translated software from German into English, using Borland Resource Workshop and various German software and database manipulation tools• Managed hardware supply, support and updates for hardware, software and data• Tested the software and submitted detailed change specifications• Represented the UK in the European Project Management forum, ensuring system enhancements for the UK received the highest possible priority• Devised and managed systems training for the dealer network and for internal staff