As part of the Major Incident team I am responsible for the ownership through to resolution of major client impacting incidents supporting the MoD (using Service Manager).Tasks include: • Engage and manage 3rd party resources and technical resolver groups.• Liaise closely with Problem and Change management functions.• Run Escalation calls and Technical Bridge calls.• Publish timely updates on the progress of incidents.• Provide out of hours support on a rotational basis.• Report to high ranking MoD officials with details of outstanding issues.SC Cleared

As part of the Major Incident team I am responsible for the ownership through to resolution of major client impacting incidents supporting the MoD (using Service Manager).Tasks include: • Engage and manage 3rd party resources and technical resolver groups.• Liaise closely with Problem and Change management functions.• Run Escalation calls and Technical Bridge calls.• Publish timely updates on the progress of incidents.• Provide out of hours support on a rotational basis.• Report to high ranking MoD officials with details of outstanding issues.SC Cleared

Capita provide Service Management for Local Councils across the UK, I managed the change process for Southwark and Essex Councils.Key activities and achievements:• I managed the end-to-end change process.• I chaired weekly Technical and Customer CAB meetings to gain dual approval for implementation. • I managed the conflict of changes in liaison with operations and the customers.• I provided education and training to new Technical and Council staff on the change process.

I worked for a 24x7 global team focused on managing high-priority GTI-owned incidents. Key in the team's process was status communication to Line of Business Production Assurance Centres (PACs) and other interested parties regarding such incidents.

Playing a key role in helping CISCO implement a new Partner Engagement Platform adoption by client services and ensure it meets business objectives.I created and implemented change management plans that minimized employee resistance and maximized employee engagement. Worked to drive faster adoption, greater ultimate utilization and higher proficiency on the changes impacting employees in the organization such that business results were achieved and stakeholder expectations managed.Identified potential people-side risks and anticipated points of resistance, developed specific plans to mitigate or address the concerns.Created and published training modules to assist new users. Conducted readiness assessments, evaluated results and presented findings in a logical and easy-to-understand manner.Created and managed metrics (measurement systems) to track adoption, utilization and proficiency of individual changes.

The Global Wholesale Banking department delivered 7-8 Releases per year improving the flow of SWIFT related messages. I managed a portfolio of projects in a Release in the end-to-end process from build through to implementation.Key achievements:• Held regular status meetings with UK and off shore (US and India) technical developers and test leads through the release cycle, provided assistance and knowledge to ensure they were fit for purpose, reporting this though weekly board meetings.• Produced yearly calendar of Release events on consultation to take into account contractual and testing requirements. • Reviewed weekly requirement of test environment rebuilds and data refreshes. Advised offshore team of requirements and approve the requests raised. • Reviewed and approved requests for test environment usage managing conflict between project requests, maintaining this information on a database and producing reports. • Attended change board to discuss requests raised for relevant projects in a release for final approval.• Coordinated Release weekend activities, running command centre line to monitor and check all activities were dealt with in a timely manner and called the relevant teams investigate those problems.

I successfully managed quarterly releases through build, test to implementation into the live environment, and also projects that are deemed ‘Out of Release’ (contractual, mandatory, FSA requirements, partnerships) and low risk projects using the Agile approach. • Set up regular meetings with Project and Programme Managers, Development and Test Leads, to ensure projects were on track, ensuring a coordinated transition from build, System and UA testing through to implementation, leading recovery exercises when key release/project milestones were missed. • Daily review of incident log analysing common problems, liaising with support teams to resolve in a timely manner or to provide a work around where possible.• Participated in the planning of environment builds (gathering project requirements, ensuring effective planning forums were set up and all relevant stakeholders were represented, facilitating the bridge between support teams and projects). • Appraised and approved test readiness plans, test completion reports and change requests to enable progression. • Helped to enforce Change Control throughout the release lifecycle. Evaluating project change requests & securing release level approvals; participating in technical planning meetings where new requests for changes are presented; ensuring quality gateways were passed prior to introducing project changes into test environment. • I presented weekly reports at board meetings and to the heads of Delivery. • Chaired a Low Risk (Agile) governance board, ensuring resources were in place to carry out these change effectively. • Active member of a technical planning board. Review the ‘readiness’ of projects prior to acceptance into a release, evaluate risks or issues, and ensure ‘due diligence’ has been performed (e.g. challenging plans, extracting more detail, reviewing scope and wider impacts). Maintained a forward Schedule of Change report for all requests.

• Managed a 7 man team delivering IT functionality such as support services (help desk), Change / Problem / Incident Mgt activities following ITIL guidelines, making amendments and improvements where required • Carried out regular 1-2-1 meetings, setting objectives and running quarterly appraisals.• Introduced a formal Incident Management process to the department for management of non release related incidents.• Mentored a colleague to produce a formal Problem Management process following the above Incident process.• Training Champion for department ensuring staff attended appropriate courses, giving advice on access to training tools.• Production and update of documents for audit purposes and SOX requirements.• Successfully trained users in email methods and print techniques resulting in capacity and network improvements.• As a workshop facilitator I ran workshops to facilitate and resolve issues that were raised.

Key achievements:• Creation and implementation of end-to-end Change Control process using ITIL guidelines, for management of changes. • Managed the daily BAU change process, reviewing and approving CRs for CAB and chairing CAB. • Governance of processes and policies, identifying and resolving issues relating to the Change process. • Produced Management reports for the department as a whole and identify trends and areas for improvement. • Lead in SLA/OLA document development for services provided by department. • Managed re-alignment of data and code to ensure configuration items across systems were in sync. • Managed and updated department Intranet sites. • As a High Level Impact Analyst I ran workshops to obtain development costs and details for projects before acceptance.

Key achievements:• Central focal point for all network and infrastructure changes and queries. Reviewed and approved all changes (tools used Infoman, Peregrine and ECMS). • Chaired High Risk Advisory Board meetings produced change documentation and maintained forward schedule plan.• Update of documents for audit purposes and SOX requirements• Conflict management of changes in liaison with operations and lines of business. Worked with problem team to manage problems resulting from implemented changes. • Attended Situation Review meetings.

As part of an Integration project I was responsible for standardising end-to-end processes for services under the RBS umbrella. Planned and managed requirements for legacy support teams to transfer to using a new incident/problem management tool (Peregrine). Held regular reviews with teams and helpdesk to ensure correct reporting lines were in place. • Successful rollout of said application. Coordinated training. Setup relevant queues. Subsequent monitoring of queues to ensure incidents dealt with in a timely manner. • Managed the transfer of problem and incident requests from redundant incident application through to Peregrine application and creation of knowledge solution documents.• Interviewed new applicants to the team.

Supported the IBM global account managing problems and incidents with the CRM Siebel Application, and distributed services.Key achievements:• Managed and coordinated a diverse team to resolve major performance problems across the region that could cause potential revenue loss and business opportunities via CRM reducing performance problems reported by over 50%.• Carried out daily checks to assess any degradation of service. Provided out of hours support for incidents occurring. • Focal point for communications regarding problems, service outages. • Worked with Helpdesk to improve the IT Service Desk procedures through continual development and maintenance. • Worked with Change Team to review changes that caused/resolved problems, and problems waiting for changes to be implemented.

Developed standard methods & procedures to ensure minimal impact of change related problems upon IT service quality for CRM system (Siebel).Key achievements:• Reviewed and processed requests, Chaired CAB meetings and Change Progress calls. • Held regular meetings with Problem Manager to ensure changes coming from the problem log were monitored.• Gave presentations to promote the benefits of change management and how ITIL framework is used.• Utilised ITIL guidelines to deliver a 75% reduction in outstanding changes by developing and maintaining the Change Management process, creating a central focal point for all Change Management requests and queries.