Paul Marsh

My role required managing a team of engineers to resolve IT-related incidents, complete tasks such as printer configuration, patching networks, deployment of mobile devices, providing desktop assistance, etc., and deliver projects on behalf of Atos for the NHS an example of a recent project being the delivery of all the IT needs to support the relocation of 57 staff across Hemel Hempstead, Watford and St Albans to the Civic Centre.

One aspect of my role that I am most proud of is maintaining a positive and motivated atmosphere within my team. Engineers face constant pressure, and morale can decline due to the demands of the job and the ongoing nature of incidents and tasks that need to be addressed.

Throughout my tenure, the welfare of those under my care was a priority, and I believe I did an excellent job in this area, which was greatly appreciated by my team.

Utilising Service Now as a ticketing system, I demonstrated my ability to work under constant pressure, manage calmly, and keep the team focused on delivering at a consistently high level daily. This technical proficiency was a crucial part of my role.

Key Achievements

• I improved delivery performance by introducing a CRM project management system.
• Year-on-year comparisons showed significant improvements when measured against key metrics such as SLA breaches and the percentage of tasks overdue over 7, 14, or 28 days.
• Our team consistently received both verbal and written praise from stakeholders for our team's performance.
• I developed an environment for my team that prioritised their well-being, making them feel valued and supported. The result was that the team consistently performed at a higher level than they had previously when measured against historical data on an average number of incidents and tasks closed each month.

Bates hired me through the IT agency STK. My responsibility was to project manage and deliver the implementation of MDM Intunes for the NHS and its staff in West Herts.

This involved enrolling and deploying over 750 existing and new mobile devices, including iPads, iPhones, Android phones, delete the comma before and and tablets.

I completed this project and received significant praise and recognition from the Trust, its management, and its employees. As a result, I was asked to take on the SDM role for Bates

I was contracted to complete two projects: 1) Integrate GoCardless Opening Banking. 2) Develop an automated emailing system.

Previously, Wedo accountants would ask customers to send their company's bank statements each month to assist in managing their business affairs. This was time consuming and impractical because of the volume of clients under management.

They sought a solution, and I was asked to help. After some research, I identified a means to integrate open banking into their business.

The success of this project motivated the client to retain my services for another project: developing and designing an automated email system to manage the many communications the business routinely sends to clients. The system covered onboarding new clients, reminders, credit control, and marketing emails.

An essential prerequisite for the client was that the system was flexible and easy to manage and run.

Both projects were completed on schedule and within budget, delighting the client and saving many hours.

Aggregate Partners LLP provides payroll and compliance services for companies and contractors in the IT and construction sectors.

Initially, I was hired to help relocate the client's teams to a new office. This involved setting up the network infrastructure, cabling, and connecting devices.

Due to my software development experience, my contract was extended to oversee the development of a proprietary system/portal that would transition their services from a manual system to an electronic one. The client was delighted with the new system.

I was responsible for designing, project managing, training, and supporting the production of a food app called GoOut TakeOut. The initial goal was to create an app similar to OpenTable. In 2021, the project was expanded to include a takeaway feature in the app, similar to 'Just Eat', along with other additional functions.

In the Apps second phase, I managed a team of over 50 designers, developers, and data specialists for the project.

Building the app was a highly complex endeavor with numerous challenges to address. One such challenge was creating the backend administration systems that enabled venues to manage their listings, create menus, publish offers and other features to promote their venues.

The company was delighted with the end product.

I was tasked with designing and project managing the development of a taxi app (similar to UBER) for London Carriages, a 20-year-old taxi company.

At that time, the company used ledgers and spreadsheets for record-keeping. They wanted to modernise their business by introducing a new website and apps for customers and drivers.

The project involved creating two apps and a backend system to handle bookings and assign jobs to drivers.

Key achievements:

• Meeting TFL's stringent requirements and getting the app approved by TFL.

• Achieving the objectives for the project on time and within budget.

• Keeping a team of over 30 designers and software engineers on task and motivated throughout the project.

• Developing and delivering the training and successful handover of the project so that London Carriages staff could maintain and run the systems.

Academy Training Group provides the construction industry with vocational qualifications (NVQ L2, L3, and L4). A contractor's qualification process involves Academy assessors visiting the contractor's site and gathering evidence based on a set of competencies established by the relevant awarding bodies, such as City & Guilds.

The company aimed to create technology that would accelerate evidence gathering and allow assessor reports to be produced more quickly, thereby qualifying more learners in less time.

Additionally, the company faced difficulties and high expenses in recruiting experienced assessors. The plan was for the new system to enable the utilisation of newly qualified assessors instead of seeking out costly, experienced assessors.

Key Achievements

• Reduced assessor average report delivery time from 26hrs to 14hrs
• Enable newly qualified assessors to deliver reports within six months.
• Higher pass rates for qualifications due to the system helping to produce higher quality reports.

InSight Solutions was a start-up you seem to hyphenate quite a lot and I personally don’t think you should, eg problem-solve was written earlier construction business. I was the IT manager, responsible for setting up the IT infrastructure, supporting all the staff's IT needs, and developing several software services and recruitment systems to differentiate the company from others in the market.

I was required to advise on procuring all IT equipment, including telephone systems, mobile devices, and anything IT-related. My role included server set-up and management (SBS 2000 – 2011) and system administration work, including data security, active directory, Microsoft exchange management, desktop support for over sixty staff, and IT services for remote and field workers. It also involved setting up new offices, including building the network infrastructure and managing building work and fit-outs.

During my last years at InSight, I developed several software systems to differentiate the company's services to enable them to stand out from its competitors. This would shape the direction of my career for several years.