Head of Transition
Qatar Foundation
مجموع سنوات الخبرة :14 years, 11 أشهر
Delivering IS projects
Responsible at London 2012 for delivering IT support to 84 venues pre and post- Olympic and Para Olympics. Managing 5 direct reports with over 150 engineers a mixture of permeant and contractor staff. Chosen by LOCOG directors to be a VIP guest on the Torch Relay in recognition of my contribution to delivering London2012.
Innovative service management
Working with a team of 15 creative producers using the proven London 2012 service management template governed a £10 million IT budget as part of the production team for the Winter Olympics in Sochi 2014. Introducing matrix management across the IT services department to create a flat management structure
Guided IMD (Business School) through Agile PM and IT delivery managed the restructure and Implementation of ITIL process and service improvement, including Incident, Change, Release management processes.
Building High performance teams
As European Client Services Director with strategic responsibilities in Europe I managed a distributed team of 9 security focused customer services professionals. The primary focus of the CSD function is to work with our customers and various internal and external stake holders, ensuring that the overall customer journey and experience is optimized across all touch points, right from service definition, service enrolment and throughout the service life-cycle. Globally developing and delivering the managed service SOC, and guide service teams through working with inter-company identifying Key Accounts and applying high level governance and stakeholder management.
Employment history
Leading local and regional teams supporting the profitable growth of the European Managed Security Services (MSS) (£1-£3 million) business by ensuring high quality services delivered consistently to customers throughout the service lifecycle. Providing key focus on driving increased levels of customer satisfaction and in improving the efficiency and effectiveness of the service engagement model, both with externally and internally. Collaborating with the Sales and Solutions teams to ensure managed services are accurately designed, costed and presented to the customer during the pre-sales stage. Setting up and managing project drivers (budget, (Circa £5million) planning, risk, quality, communication) aligned within PMO guidelines within Europe
Achievements
•Developed the Professional Services staff, Programme Management, Operations and MSS enrolment teams to ensure rapid, smooth transition from sale through to service live
•Managed transition deliverables created reporting dashboards to provide appropriate technical resourcing
•Consulted with customers and Service Delivery Managers to provide a UK focus for customer satisfaction, and refining a customer escalation process which was regularly reviewed to ensure parity with stakeholders
•Introduced and co-developed a continuous service improvement processes across the organisation resulting in financial savings (Circa £2.5 million over the period)
•Re designed existing processes to ensure they have an ITIL framework and governance
•Appointed to act as a security governance advisor to high revenue customers, and co-hosted workshops to facilitate the updated
•Provided and participated in ensuring industry best practices are applied to all functional areas
•Commenced alignment with NTT Operating Companies (OpCos) start to establish regional specific working practices; ensuring collaboration across Global Services SOCs (day to day service delivery), the NTT Security regions, the OpCos and the customers is continuously optimized.
•Reviewed, identified and articulated process improvements across customer facing business touchpoints - internally and externally
•Delivered complex cloud and hosting solutions
Service Transition and planning
Remit
Service transition via
Olympic Games and Paralympic
Remit
Respoonsiable for recruiting and training of L1, L2, and L3 for desktop and infrastructure support and Internet (london2012.com), as part of the delivery life cycle. Managed bespoke application delivery. Developed relationships with key stakeholders and delivery partners, primarily Cisco, British Telecom and Xerox, Accenture agreeing a multi-disciplined service management architecture. Took personal responsibilities of all communications during a major system outage, primary escalation point, continuous improvement of service improvement, development of business continuity and direct customer relations, building and maintaining a relationship with all VIP’s in order to improve IT relationships with key stakeholder’s developed a service catalogue to ensure incidents and service requests were dealt with in appropriate timescales and that there were clear paths of escalation and resolution. At Games Time established service to a 24-hour x 7 service within the Technical Operations Centre (TOC). During the contract lifecycle I managed 5 direct reports, in conjunction with a 40 people service desk provided by ATOS. In addition, there were 164 desktop engineers indirectly reporting to me and 6 on shore and off shore vendors support teams including, Cisco, BT, Accenture and Xerox
•Achievements
•Delivered IT service to 84 Olympic and Para Olympic venues
•Negotiated SLA and OLA’s across multiple vendors
•Built critical stakeholder relationships including government departments and security organizations
•Supported multi-layer infrastructure with innovative solutions
•Negotiated, developed and managed 3rd party contracts and service management architecture
•Developed templates which enabled clear concise and accurate stakeholder communication
•Delivered customer support in a large-scale and diverse environment
•Delivered Service Desk/Helpdesk analytical reporting
•Provided full lifecycle major incident management processes and communications strategy
•Delivered world class robust IT solutions
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for the Winter Olympics Ceremonies Sochi 2014 with special responsibilities for Major Incidents Provide high level project management and governance to deliver IT for all Ceremonies at the Winter Olympics in Sochi 2014. Direct reports 3, which included Russian government bodies
Recruited to manage and direct new RFP’s service transitions for the Qatar Foundation. Initially totaling $150 million. In readiness for World Cup 2022 and other national events. Integrating existing service and preparing IT governance and structure to deliver world class services during up and coming events.
Working with local service providers and existing teams to successfully shape service management teams and provide visibility and accountability to executive level boards
Achievements
•Introduced an agile service management structure
•Delivered accountability and visibility of service provider performance
•Enabled budgetary control with existing contracts and delivered IT asset management programme
•Educated existing teams to ITIL foundation level therefore enabling individuals to enhance their current skill sets
•Set stakeholder reporting boards via QF senior IT management
Leading the transition of the existing team into a new functional area and acting as a champion to enable the function to strengthen client relationships and build contract retention using extensive accurate data sets - feeding back into delivering successful scalable and sustainable services
I achieved a high level of focus around the team which primarily revolved on boarding framework challenges using strong project management combined with ITIL principals. As part of the lifecycle my team also supported pre-sales and nonstandard requests.
Achievements
•Reduced escalations from 12 per week to 6 saving man hours of 60 per month through delivering industry best practices are evaluated and applied appropriate governance resulted in cleaner more streamlined accountable and trackable/ auditable processes
•Developed best practice data set processes across multiple inputs from a variety of existing data points
•Consolidated reporting to enable accurate data to be maintained
•Introduced data set best practice to ensure contract deliverables were tracked and maintained
•Developed regional CSD plans, aligning with overarching global objectives and built the regional relationships which enabled and increase and pipeline in pre-sales to be planned and delivered
•Co-developed the governance and guidance to European NTT Operating Companies (to establish regional working practices; ensuring collaboration across Global Services SOCs (day to day service delivery
•Took ownership and developed key account framework and operating principles
•Identified and developed relationships with internal and external stakeholders to progress on-boarding projects and ensures timely communication to client and other stakeholders.
•Proactively governed client needs and identifies solutions to non-standard tasks/queries, while developing risk mitigation strategies to ensure contracted SLAs are attained.
•Provided regular review and reporting around key performance metrics, providing formal or informal presentations to senior management and other stakeholders.
•Attracted, recruited and maintained appropriately staffed teams of security professionals with the right mix of deep IT security experience and customer and service management.
•Management of performance and career planning across the full regional team.
•Acted as a role model for all teams, reflecting a very focused and customer centric behavior and attitude, mentoring your team across both technical and 'softer’ skills.
•Took ownership of escalations of high priority customer and service issues, diligently managing these towards internal and external stakeholders.
•Driving, monitoring, and tracking customer satisfaction, enrolments, renewals, maintain accurate data points to enable end to end service efficiency
•Created resource plans in-line with current and projected regional business requirements and in conjunction with Services Sales and resource managers up to 1 year in advance circa £1 million in value
•Prepared and submitted management reports to operating boards to ensure monthly pre-defined service targets were being met