Reporting to the VP of the ICS Tower within IT, my role is to drive the change agenda and evolution of the Tower. Managing a programme of work to deliver change across the teams, including service experience, risk management and compliance, to name a few. I also run the IT Senior Managers Forum across all IT Towers (60 plus Senior Managers).A key focus area for me is to drive our people agenda within IT, supporting on wellbeing plus talent and careers transformation groups.

I was recruited as part of a new senior management team, responsible for establishing Burberry’s shared service centre in Leeds - Burberry Business Services (BBS). This comprised HR, Finance, Procurement, IT, Customer Services and central functions; BBS opened in October 2017 and now has over 350 colleagues.Reporting into the SVP, I was responsible for establishing a service performance management framework, customer & colleague engagement strategies, service protection (risk management/business continuity) and associated governance regimes. My role involves working across the functional delivery teams, managing stakeholders, engaging with customer groups and colleagues across Burberry, as well as presenting to the Executive TeamKey achievements • Established Service Performance Management team; developed a suite of KPIs to drive performance improvements; achieved uplift across all customer contract metrics - case, call and self-serve• Developed several programmes, including “Voice of Customer” and “Elevating Customer Experience” designed to provide two-way feedback channel and improve service provision; subsequent uplift in customer satisfaction and NPS across all Functions• Established and lead the Customer Experience Forum (across HR, Finance, Procurement, IT and Customer Service), working with delivery teams to ensure Burberry deliver a consistent luxury customer experience; developed and delivered joint action plans in response to customer feedback• Lead HRT communication and engagement within BBS, working with HR Transformation Director to deploy change management activities, including handover from Deloitte of key responsibilities, comms, training and change networks • Established Service Protection via the provision of robust business continuity, risk and incident management processes and governance• Developed and implemented communication and governance strategies

Reporting to the CIO, and managing a team of Senior Partnership Managers, my role was to lead a commercially focused IT function and ensure that contracts, risks and the strategic supply chains were managed effectively. Key Achievements• Lead newly formed Commercial and Control function within CM IT across Supplier Management, Resource Management, PMO, Change Management, Business Engagement• Established people and performance management processes, including training and development planning • Established and sponsored an Employee Engagement Group, designed to address Staff Survey issues• Management of resources across all teams, ensuring resources and the skills/competencies were correctly identified and allocated• Implemented governance processes and performance management reporting• Established a process of strategic supply chain management; developed the framework and supporting governance processes • Responsible for management of risks across the team, reporting to Divisional Exec

As part of the newly formed Civica ITO leadership team, responsible for managing customer contracts and owning Client relationships across multiple IT outsourced customers; understanding key drivers and business requirements for each contract. Management of Client Services Managers and accountable for successful delivery of targets, ensuring effective service delivery and SLA management via rigorous governance processes. Focused on delivery of service, colleague engagement and communication.Key Achievements• Developed, in conjunction with ITO Clients, ICT strategies and processes to support• Developed communication strategies to provide transparent reporting to the Client on service provision• Engaged with Technical teams to ensure proactive management of service issues• Established monthly Performance Reviews with Client to review service failures and agree mitigation to penalties and service credits • Developed customer satisfaction surveys, plus training programmes and workshops designed to improve the customer experience (e.g. Team Leader training)• Developed and implemented PRINCE2 project management framework and governance • Established and embedded effective governance regimes

Reporting into Civica’s Executive Board, responsible for the development and leadership of a Civica-wide customer service improvement programme, comprising three core workstreams (systems, people & processes). The programme was developed to align and deliver consistent and professional customer support across all divisions and locations throughout Civica UK. Key Achievements• Corporate support system specified and implemented across multiple support teams, including project management, gap analysis, setup and configuration • Developed Local Government Support Contact Centre, including the implementation of new telephony solution, support systems and associated integrations• Introduced ITIL training programme for customer service staff across Civica and developed a Service Operations policy to ensure consistent implementation of ITIL principals • Developed a ‘Customer First - Continuous Improvement’ training programme rolled out across support functions designed to uplift the service and provide a ‘customer centric’ approach to IT support• Established UK wide Civica Support Forum and provided regular programme updates to Executive Board

Overall responsibility for management of team of technical consultants, across 200+ customer base, ensuring that all contractual SLA’s were met, and a high level of customer satisfaction was maintained. Key Achievements:• Expansion of team from eight to 20; introduction of Team Leader and Senior Analyst roles with to provide succession planning and career progression. • Implemented Technical Customer Managers within the team to build relations and provide a proactive support service.• Developed resource management programmes, utilising sales forecasts and project implementation plans.• Introduced KPI’s to improve management of workload, measurement of staff productivity and focus on SLA targets.• Introduced customer handover programme to ensure a smooth transition from IT Projects to BAU status• Implemented customer satisfaction surveys and engagement approach to bring the team closer to our customer base

Responsible for a technical customer support team; collaboration and matrix management of product management, development, project management and third line technicians.

Ownership and management of support calls to a timely and efficient resolution, working within defined customer service levels; utilisation of technical knowledge and understanding of Civica’s products

Technical support provision, including installation of hardware and software and troubleshooting faults. Provision of helpdesk service for staff, logging calls and following through to resolution.