Don Kandemiri

MBNL is a jointly owned by EE & Three, two of the UK’s leading and most innovative mobiles telephony service providers. My key role has been to manage the telecommunications, Infrastructure on behalf of the shareholders with an Asset Management and Problem Management lens

• Responsible for assuring the problem management service to maximise the performance of the service in accordance with ITIL best practice. This included identification, classification, prioritization, documentation and eradication / management of root causes.
• Working in collaboration with suppliers, Shareholders and other MBNL functions, Responsible for ensuring that the continuous Improvement framework and governance is effective and maintained, allowing visibility/reporting for all active Continuous Improvement initiatives.
• Lead the strategic development and operational management of the Asset Management function ensuring the delivery of quality property maintenance and repair services that demonstrate value for money and provide excellent customer service.
• Managing a team of 5 seasoned Telecommunication engineers and Asset management professionals, fostering an environment of continuous improvement and professional development.

• Responsible for the delivery of high-quality technical service improvement project work alongside efficient technical support to identified client’s customer base
• This role delivers 3rd line technical support, as well as being a technical escalation point for technical support staff and is a senior authority in all core-technical and business areas with a focus on servers, networking, infrastructure and security
• Maintains ownership of the Major Incident, Problem management and Change Management process and support resources

• In this role I was responsible for the end-to-end management of Managed Service processes for Incident, Change, Problem and Request fulfilment for several of Netcompany’s clients
• Overseeing a team of Incident and Change consultants to ensure SLA/KPI targets were being achieved and that the contracted scope of services was being delivered efficiently within the established ITIL frameworks
• Effectively ensured that highly effective communications and levels of understanding were maintained with the clients and suppliers through regular and ad-hoc meetings

• As head of function and Process owner; was responsible for developing and introducing a new Major Incident process and disaster recovery regimes into TFGM
• Oversaw and managed TFGM’s End-to-End Ticketing platforms for any Major Incident Management, Problem Management, Change Management and Service Transition Management capability (people, process & technology) requirements in agreement with relevant business owners
• Managed liaison between internal and supplier support teams to monitor and resolve any major issues in a timely manner
• Responsible for reporting, to facilitate effective operational management & continuous improvement across all Retail, Ticketing and Payment services
• The role took control of continuous improvement initiatives that were being considered for deployment as per the Manchester mayors Transport systems improvement plans as well as the DR (Disaster recovery/Crisis Management) workstream that ensured the efficient tracking and management of Risks, review of the associated processes and procedures including DR testing and integration
• My teams were working to prepare and coordinate infrastructure expansion drives as per the requirements to accommodate the expected changes

• As SEO of Major Incident, Change Management, Risk Management and Problem Management, this was a key role at the heart of the Dept of Educations Technology Directorate, reporting directly to the Director of Service Management
• As process owner, I worked within the Operations function initially to ensure infrastructure capability and capacity availability at the height of the Covid-19 pandemic
• As service management expert I lead the roll out of ServiceNow to be the chosen ITSM tool with the department integrating all IT processes and procedures and adopting a newer, leaner, and more streamlined way of working
• I managed the teams that managed Major Incidents through to successful resolution, promoted continual service improvement to prevent future incidents via the Change and Problem management functions
• This was a fast-paced, complex delivery environment with a wide-range of stakeholders including Ministers and Director Generals offices, Digital, Data and Technology (DDaT) senior leaders, industry suppliers, government bodies and delivery partners
• As a key member of the Service Operations Team, I drove collaboration, build trusted relationships, and exemplified a service culture across the DDaT functions, and the wider community in my ultimate achievement within the department of integrating a Disaster Recovery regime into the department’s operations

• As a Senior manager within the business, I introduced more robust and dynamic Major Incident and Problem Management processes and functions that were core to deliverables
• Successfully delivered a new and effective Problem Management process that resulted in the provision of stable and robust services to the Lookers Business
• My focus was centred on preventing problems that emanated from incidents, eliminating recurring incidents and to minimize the impact of incidents that could not be prevented
• Managed to increase focus on proactive elements where the intent was to always remove the cause of problems before they resulted in service impact
• All these functions contributed to the Crisis Management process and methodologies that I also implemented here
• This role had me overseeing the service delivery function and taking control of the Risk Management portfolio, Business Relationship and account management responsibilities with some of Lookers biggest service providers in BT, ASPIRE and Redbox in the compilation of DR plans and the implementation of testing regimes as well as chairing the service review meetings as was contractually agreed

• Smart DCC (Capita), Knowledge Manager, May 2017 to February 2018
• Parliamentary Digital Service, Service Delivery Manager, December 2016 to September 2017
• Bupa, Salford Quays, Lead Service Design and Integration Specialist, Dec 2016 to Feb 2017
• Network Rail, Senior Problem Manager, October 2016 to January 2017
• Ladbrokes Betting and Gaming, Digital Division Problem Manager, Feb 2016 to July 2016
• EE, Major Incident Manager, January 2016 to March 2016
• BT IT Services, Problem Manager, April 2015 to May 2015
• Updata Infrastructure (Capita), Network Operations Problem Manager, April 2015 to December 2015
• Arqiva, (Broadcast) Major Incident and Problem Manager, May 2014 to October 2014
• Greater Manchester Fire and Rescue Services, Radio and Voice Communications analyst, January 2012 to May 2014
• Stardex, Lead Network Engineer, June 2011 to Dec 2011
• Talk Talk Technologies, 24/7 NOC Major Incident Manager/Network Engineer, November 2006 to May 2011
• Alan Dick UK, 24/7 NOC/SOC Network Engineer, July 2002 to Nov 2006.
• The Posts and Telecommunications Company of Zimbabwe, Field Network Engineer, February 2001 to May 2002.