• Utilising an advanced knowledge of ITIL in a key role requiring the development of a wide range of tools and processes that are aligned with ITIL principles and guidelines
• Defining the requirements and tailoring the Assyst SM system to manage the processes in an operational environment
• Key areas of responsibility include the development and implementation of processes and tools for Change Management, Configuration Management, Release Management and Risk Management functions
o Implementing and Chairing an effective CAB
o Designing a standard / repeatable CMDB offering
o Implementing new Risk Management tool across the business unit (inc awareness and trg)
o Producing Service catalogue entries for the above service offerings
• Analysing existing business processes, with responsibility for adapting them to ensure full compliance with ITIL best practice
• ISO 20000 audit preparation which included reviewing and amending all relevant documentation and processes, mentoring the team and carrying out test audits.
• Demonstrating high-level leadership skills in the management and direction of eight local and remote service control analysts and a team leader
• Driving standards within the team, with key achievements that include a 20% reduction in costs and am increase in team utilisation to 90%
• Undertaking critical business administration tasks including cost modelling and the financial management of the cost centre within a capital constrained environment

• Performing a pivotal role within the company as Lead Service Manager and previously Client Support Manager for the DWP Account
• Maintaining senior accountability for ensuring all areas of projects and programmes were aligned with the exact specifications of the DWP Change Lifecycle Standards
• Leading a new service delivery function incorporating Service Managers, Project Managers and Analysts ensuring the standards and release deadlines of multiple Projects were met
• Consulting directly with clients and suppliers to ensure they were fully informed of all changes and developments within the project
• Ensuring full compliance with ITIL through the development of aligned processes and internal procedures
• Retaining overall responsibility for the establishment and training of the project team, in line with existing requirements
• Formerly employed as Client Support Manager, with responsibility for the management of service delivery functions for the DCS and eNIRS systems
• Further key areas of the role included the management of client issues, consultation with the Customer Service Management Team and the implementation of service improvement plans

• Rising from an initial position as Hardware/Software Break Fix Engineer to that of Service Delivery Manager for key accounts within a successful 15-year tenure with Fujitsu Services
• Successfully completed a role as Service Delivery Manager for the HMRC Account (2005-2006), requiring the infrastructure management of a key service
o Critical areas of the role included project managing the disaster recovery solution, Service performance to SLA, incident/ problem management, change management, contractor management and cost management
• Playing a pivotal role as Service Manager Projects for the HMRC Account (2004-2005), with responsibility for identifying areas to implement new service management procedures and management of CSIP
• Further key aspects of the role included participation in the Custom’s & Excise/Inland Revenue merger bid, with responsibility for the Service Mgt requirements, the management of change processes and a position as Transition Service Manager for VME Mainframes
• Acting efficiently as Project Services Support Office Manager (2003-2004), with responsibility for the resourcing of and delivery of multiple project’s, management of a £3m P&L account and the management of a cost effective staff redeployment project which resulted in £1m per annum savings
• Applying high-level leadership skills as Team Manager for the Engineering team (2000-2003), with full responsibility for the performance and activities of 25 field engineering staff, a service desk and 2nd – 3rd line support teams
• Critical role activities included financial management, customer care, HR processes, matrix management and the management of performance to strict, predefined KPIs
• Managing key projects in the positions of Project Manager (1999-2000) and Project Team Leader (1998-1999) working on the AXA commercial branch rollout and BT Y2K rollout respectively
• Initially employed as a Hardware/Software Break Fix Engineer, gaining seven years experience in the demands and requirements of the I.T. industry