STEFAN MINCHER

Own service operations across Service Desk, NOC, SOC, and Field Services within a £4m+ Modern Work function.

Key Impact

• Delivered £300K+ cost savings through RMM transformation and vendor renegotiation
• Improved SLA performance and service reliability through structural redesign of service operations
• Established clearer ownership, escalation paths, and accountability across all service functions
• Improved visibility of true service performance, replacing unreliable reporting with actionable insight

Operational Leadership & Transformation

• Lead end-to-end PSA migration from ConnectWise to Dynamics 365, aligning tooling to operational workflows rather than legacy process
• Redesigned ticket lifecycle, prioritisation logic, and escalation models to reduce bottlenecks and improve flow
• Introduced automation and process improvements to reduce ticket volume and increase efficiency

Commercial & Strategic Ownership

• Accountable for service delivery contributing to ~£4m annual revenue
• Align operational performance with commercial objectives, ensuring services are deliverable and scalable
• Partner with senior leadership to define operational strategy and support business growth

Team and Capability Development

• Direct leadership of 10+ managers and team leads across multiple service functions
• Built leadership capability through structured coaching, progression frameworks, and accountability models
• Implemented apprenticeship programmes to strengthen long-term talent pipeline

Governance & Service Management

• Embedded ITIL-aligned incident and change management practices to improve service stability
• Introduced KPI frameworks aligned to actual service performance, not surface-level reporting
• Strengthened operational governance across multi-team delivery

Led and stabilised a high-volume MSP service desk (15+ engineers, 3,000+ tickets/month).

• Improved incident resolution time by 23% through workflow redesign
• Increased First Contact Resolution by 39% via knowledge and triage improvements
• Reduced resolution time by 30% through structured process changes
• Introduced clearer ticket ownership, escalation paths, and prioritisation models
• Acted as Major Incident Manager, coordinating response to critical outages
• Built leadership capability within the team through structured coaching and development

Led technical support for a pan-European VoIP provider operating through a partner channel model.

• Improved partner support experience through structured escalation and ownership models
• Reduced reliance on senior engineers by strengthening first-line capability
• Standardised support delivery across partners to improve consistency
• Introduced clearer triage, prioritisation, and ticket flow management
• Acted as senior escalation point across partner-facing service issues

Reported directly to the owner with responsibility for technical operations across support, provisioning, projects, and infrastructure.

• Managed end-to-end service delivery across support, onboarding, and project implementation
• Improved service reliability through structured incident handling and root cause analysis
• Introduced early-stage service management practices in an unstructured environment
• Took ownership of infrastructure and cyber security alongside service operations
• Acted as escalation point for complex technical and service issues