• AXELOS ITIL maturity assessor and carried out capability assessments for the North Lincolnshire and Goole NHS Trust and AGE UK.• Provided service design, transition and operations consultancy services to Sovereign Housing.

• Responsible for the on-site Service Desk and IT service delivery for the business. • Renegotiated mobile phone contract to save the business over £120,000 a year• Introduced new ITSM tool and self-service offerings for business colleagues• Oversaw replacement of legacy telephony system with new service that included a CRM system and social media integration in line with our customer experience strategy.• Creation of SLAs, XLAs and service packages to improve customer experience

• Created core ITIL processes included Change, Configuration, Major Incident & Problem Management and transitioned them into operational processes.• Accountable for the management of all problems and known errors by performing root cause analysis, coordinating multiple service and 3rd party towers and by communicating with service owners and stakeholders to ensure workaround and solution suitability.• Blended approaches from ITIL, COBIT, Lean Sigma & Kanban to absorb increased capacity after HPE merger whilst promoting service quality and transparency to business stakeholders.Establishment of proactive problem management practice to look at future facing challenges and to promote CSI• Chaired regular meetings with stakeholders from board level to the Service Desk to update on current problems and future opportunities.• Establishment of TOP teams to target high impact problems• Ownership of corporate intranet to ensure workarounds are communicated to the correct stakeholders and to promote shift left ways of working• Lead project to replace legacy ITSM tool with a Gartner recognized equivalent. Captured requirements, managed process workshops and testing, coordinated global deployment and delivered training.• Acted as service architect for joint operations as part of the HPE acquisition. Created content to effectively manage IT services across multiple technology and service stacks.• Lead service transformation project to improve core ITSM processes. Key results included the ability to absorb a 300% increase in change activity whilst maintaining capacity and availability• Acted as a service delivery manager for the SUSE divestiture and continue to manage the ongoing relationship.• Ran an initiative to reduce aged incidents; after 6 weeks reduced the number of incidents older than 120 days by 55%.

• Responsible for managing The ITSM Review website & social media channels• Creation of content for blogs across the Enterprise Opinions portfolio• Delivery of Enterprise Service Management webinars• Creation of content for the ITSM vendor community

Responsible for all Change & Release activity across my platformsAct as primary day-time point of escalation for all customers across my platformsCreated customer complaints processCreated process, procedure and templates for engaging with project teamsPart of the delivery team for the Urgent OOH Change processChange governance, risk mitigation and SIP activities

Acted as primary day-time point of escalation for the customers including Royal London for all aspects of service deliveryFacilitated the regular service delivery client review forums (meetings, performance and request feedback, service improvement initiatives) Created ITIL & Service Management collateral for customer accountsDelivered consultancy to clients advising, influencing and delivering solutions including PICT & AVIS.Delivered of ITIL training Designed Service Desk maturity modelDeveloped social media & WebEx to drive customer engagementCreated training material for new course & refreshed previous material to current version of ITILDeveloped ITIL and Service Management collateral for the Sales teamProvided responses for customer RFPs / ITTsMentored new employees

• Created Change, Release & Configuration Management documentation for customer accounts.• Developed ITIL and Service Management collateral for the Sales team• Provided responses for customer RFPs / ITTs• Mentored new employees

Customer Problem Manager•Daimler Chrysler –Established & ran regular meetings with all regional business units, to ensure understanding of service management processes & review of outstanding issues & progress. Developed service management content for monthly review meetings. Created business intelligence dashboard to demonstrate service improvement.•Equity Insurance Group – Established regular problem review boards to manage problems & issues with service provision. •Aviva – Implementation of crisis management & lessons learned procedure for service provision.Day to day responsibilities:•Responsible for managing Major Incidents & Problems to completion while communicating to all stakeholders.•Delivered Problem & Change Management training to all IT personnel•Established governance & used COBIT to demonstrate process maturity.•Implemented Proactive Problem Management initiatives to reduce the number of Incidents.•Created a reporting dashboard.•Managed support teams, 3rd parties & communication relating to all Major Incidents.• Provided regular updates to Senior Management, Account Directors & Customer Senior Management during Major Incidents & high profile Problems.•Chaired Problem Review Board Meetings to progress the resolution of Major Incidents & Problems•Attended the twice weekly CAB meeting to support the Change Management process & to highlight any areas of interest to the Problem Management function.•Created a meeting schedule with key customers to ensure there was a forum to discuss Problem Management activity.•Responsible for four Problem Analysts.•Implemented a “Service On Watch” process to make tactical improvements to any Service experiencing multiple Major Incidents or in danger of failing SLA.•Provided management data & a balanced Service Management scorecard for monthly service review meetings.•Accountable for the overall success for Problem Management & represented the function at all related client meetings.

Service Portfolio Manager / Service Delivery Manager• British Petroleum (BP) – The primary point of escalation for all aspects of global service delivery. Implemented service improvement program for the Release Management process. Responsible for all Remedy application releases and all environments from development to production Responsible for all communication with the user community (over 30,000 users). Implemented customer specific problem management process. Facilitated monthly service review meeting. Developed Service Level Agreements (SLAs) relating to incident response and resolution.• Cincinnati Insurance Company – Managed the customer relationship and ensured that all service levels were met. Implemented weekly meetings and a process for managing Known Errors.Day to day responsibilities:• Responsible for all Service Delivery Management activities in local geography both for solution support and managed services• Project managed the transition of new customers onto the runtime services, support and / or managed services• Creation of customer satisfaction survey and metrics pack• Creation of best practice training material for both internal and external customers• Acted as primary day-time point of escalation for the customers including PA Consulting, Bluecycle.com, Barclay’s Africa & RIAS PLC for all aspects of global service delivery• Facilitated the regular service delivery client review forums (meetings, performance and request feedback, service improvement initiatives)

Responsible for the implementation / enhancement of existing ITIL processes and alignment with COBIT & ISO 20000. I developed an ITIL foundation training session with a 100% pass rate. Represented IT on the company wide induction program. Assisted in audits to demonstrate CMMI compliance.Change & Release Management• Implemented Change Management process• Chaired the CAB meeting and published the CS and PSO on a weekly basis• Created template & standard Changes.• Oversaw operational Releases.Incident & Problem Management• Coordination of Major Incidents & Problems.• Management of Major Incident and Problem reports.• Chaired “war room” and “post mortem” meetings.Configuration and Software Asset Management• Created basic CMS• Implemented compliance and audit exercises• Management of vendor contractsService Level Management• Initiated Service Review meetings across the rest of the business• Creation of SLAsAvailability & Capacity Management• Creation of Availability dashboard underpinned with Major Incident data.• Creation of Capacity dashboard.IT Service Continuity Management• Maintenance of IT SCM plan.

As the Service Quality Manager for a number of service families within Merrill Lynch I was the primary contact for the escalation of business impacting problems and changes. I managed problems and major incidents through to completion utilising the major incident conference call, system on watch, and post mortem components of the Problem Management process and am responsible for communicating major problems and changes to global senior management. I was accountable for reviewing and authorising changes after ensuring they have sufficient information to minimise risk. I rolled out a training program to my areas of control to ensure that the ITIL principles of Change Management were more strictly adhered to reducing the number of failed and out of process changes by over 97%. Finally, I introduced weekly CAB (Change Advisory Board) meetings to ensure that all changes are visible to both the business and infrastructure support teams.

As the Incident Manager for a large IT Service Desk I ensured a high quality service for the user base. I supervised a team of 20 Service Desk analysts and was responsible for normal service to be restored quickly, effectively and with as little possible adverse business impact in the event of a Major Incident. In addition to this, I represented the Service Desk to end users, third line support teams and to senior management. I liaised with all support teams to ensure that faults were resolved within service level agreements (SLA’s). I managed Service Desk statistical reports and acted as the escalation point for customer complaints. I was part of the user education team and introduced training for Apple Mac clients. Finally, I implemented a service improvement initiative, which reduced the number of incidents breaching SLA by over 90%.

My responsibilities varied from day to day user support including troubleshooting hardware, software and communication issues for a city based commodity-trading floor. In addition to this I was tasked with developing long term user assistance program which include training and literature programs for improving the users IT competence, and as such I also played a large role in understanding the user requirements and deploying the best IT systems for their use. This involved working within a team on small and large scale technology role outs and the project planning involved in working within teams.In addition to my main responsibilities I was responsible for the telecommunication systems which include voice mailboxes and dealer boards and also the maintenance of redundant systems for hot-swap purposes. I also maintained security access to 100 local user accounts and dealing with market data issues.

My main responsibilities were the effective organisation and control of site support teams. As part of the global IT structure my role involved project planning and analysis of user requirements to roll out multi site projects, allowing me to develop my project management skills.As a senior local IT trainer / leader, I was expected to produce training and implementation documentation as well as providing day to day, 1 to 1 and group IT training sessions on applications and hardware. The main aim of this training was to improve general IT literacy across sites and as such I performed this over 5 sites covering approximately 3000+ users, supporting other non IT business units throughout the sites. As UK/Local Security Leader, I had responsibility for maintaining security access to 5000+ user accounts within Lotus Notes, Novell and mainframe environments (COSMOS & SAP). As a team leader I was responsible for 5 sites supporting over 2000 users. Day to day duties included hardware / software troubleshooting, team building, cost management and user interaction.

At Eason & Son, I worked on a part time basis. My duties included customer service, managing our stock room, balancing the accounts and making lodgements and dealing with customer issues and complaints. I also worked in our cash office, which involved accounts and invoicing work, operating the switchboard and dealing with company systems and e-mails.

Shop Assistant in the Final Touch, The Square, Tallaght.