Stephen Moss
London,United Kingdom
Summary
Senior delivery executive with over 20 years’ experience leading large-scale customer operations and transformation programmes in telecoms and IT services. Strong track record in operational excellence, cost and efficiency management, and building high-performing global teams. Specialist in automation-led operating models and leading organisations through complex, large-scale change within multinational, matrix environments.
Overview
26
26
years of professional experience
4
4
years of post-secondary education
1
1
Certification
Work history
Delivery Director Role as Account Service Manager
Atos
2023.11 - 2026.04
- Provide end-to-end leadership for large-scale global IT delivery, transition programmes for Siemens IT and Siemens Energy, spanning LAN, Non-Cloud, Hosting, and complex carve-out scenarios while maintaining service continuity during major change.
- Built, led, and governed global organisation of Service Delivery Managers, Service Managers, and Project Managers, establishing clear accountability, performance management, and escalation frameworks to ensure consistent execution across regions.
- Acted as senior delivery authority and executive escalation point, resolving high-impact delivery, commercial, and risk issues across complex, multi-vendor environments.
- Identified, shaped, and executed incremental revenue opportunities linked to transformation activity, change demand, and in-life optimisation—driving opportunities from concept through governance, customer alignment, and delivery execution.
- Protected and strengthened Atos’ commercial position by ensuring contractual entitlements were upheld during complex migrations, balancing customer experience with disciplined delivery and commercial control.
- Led efficiency, restructuring, and right-sizing initiatives, adapting global team structures and cost models in response to changing scope, volumes, and market conditions while safeguarding service quality and compliance.
- Delivered sustainable cost optimisation through resource rebalancing, demand-led staffing, tooling rationalisation, and operating model adjustments, maintaining alignment with financial and margin objectives in dynamic environment.
- Established and enforced risk, dependency, and tolerance frameworks for high-risk migrations, enabling informed executive decision-making and preventing uncontrolled delivery or financial exposure.
- Served as trusted advisor to senior customer and Atos executives, regularly presenting delivery status, risks, financial outlooks, and decision recommendations at executive governance and vendor board level.
Transition and Transformation Principle
BT Global
2021.11 - 2023.11
- Accountable for leading and motivating matrix global team of 50 -150 FTE highly skilled and experienced Technical & Service Designers and P&PM colleagues.
- Role modelling by creating strong programme team performance that demonstrates required capabilities to deliver new provide project milestones and KPI’s to consistently high standard.
- Responsible for effective resource management to drive, organise and schedule new provide design, build and delivery teams to transition customers to BT solutions & services. To meet or exceed contract requirements that enable revenue growth.
- Working closely with peers in Go to Market and Concept to Market BU’s within Win New Business and drive process into successful outcomes.
- Build and influence, senior leader working relationships with Global’s customers, strategic partners and suppliers.
- Play pivotal role as ‘design and delivery’ SME in bid process, providing council and guidance from delivery/operational perspective.
- Responsible for managing and mitigating any early pain points and/or risks for design and delivery within New provide environment.
- Responsible for senior management level escalations from internal and external customers related to New Provide process and/or delivery customer experience.
- Identify, plan and implement transformation opportunities that will drive improvement in delivery elements of WNB process and service delivery that will also drove positive impact to Global customer experience.
- Lead and drive improving service delivery experience that supports Global growth, focused on new technologies, capabilities and market trends.
- Translate customer and market insights to continuously improve customer experience in win new business.
- Work with high level of autonomy and decision making.
- Supports Operations SMT. Assumes other special projects / assignments as directed by Director or MD.
Head of Dynamic Network Service and DIGICO
BT Global
2017.11 - 2021.11
- Accountable at VP level for leading operational teams for Global’s growth product portfolio SD WAN and Digital products.
- Managing and motivating teams through significant change. By Adapting DevOps and Minimal Viable Product methods.
- On boarding new systems/tools, processes and products to bring these offerings to market, through collaboration with Technology units, so BT can remain competitive.
- Applying agile methodology to all SD WAN products – and ensuring the teams under my leadership are of agile mindset.
- Prioritising customer journeys and roadmaps with product portfolio and service teams.
- Leading strategy of repeatable and reusable to keep our costs down and less bespoke.
- Transforming incubator teams and processes to interlock with existing products, to support solutions.
- Continuous transformation to meet business targets.
- Managing budgets of up to 500k for product development. Specifically, automation improvements for scaling operations in order to meet more demand with the same budget.
- Support efficiency plans to contribute towards senior management team challenges.
- Leading multiple faceted teams of highly skilled engineers.
- Embedding new model offices which span commercial, Service Delivery, Service Assurance and Technical Management.
- Communicate frequently pan business on high level messaging of progress, through various platforms. With the focus on keeping the business informed and being visible at SMT level.
Head of CPE, Order Entry and Service Introduction
BT Global
2011.12 - 2017.11
- Leading a global team over 150. Responsible for managing the quote, ordering, and installation activities across multiple service teams (order entry, CPE and Handover to Service Assurance).
- Responsible for management of 3rd party contract providing ordering and installation management.
- KPIs to include cycle time, on time delivery, productivity, net promoter score, milestone delivery – such as reducing cycle time on CPE delivery.
- Delivering transformation to enable improved efficiency and step changes in KPIs – such as reducing significant cycle time in CPE and Ordering teams.
- Perform KPI reviews on demand to demonstrate performance of managed areas.
- Ensure consistency across a global model of BT products for CPE order and Delivery.
- Responsible for director level escalations from internal and external customers related to delivery customer experience.
- Ensuring robust business continuity plans are in place.
- Synergise and simplify processes and systems, to improve customer experience and cycle time.
Head of Customer Premises Equipment
BT Operate
2007.05 - 2011.11
- Operational performance owner of all CPE ordering and delivery globally and UK service delivery.
- Delivering to KPI and KCI measures.
- Identifying and delivering efficiencies whilst retaining and improving operational performance.
- Maintaining and continuous improvement of the operational performance, including effective jeopardy management.
- Manage relationships between CPE suppliers.
- Responsibility for performance end to end, and manage impact and improvements on the up and down stream stage activity.
Business Improvement Service Manager
BT Global Services
2004.02 - 2007.04
- Ensure adoption of best practice wherever appropriate.
- Provide guidance on all aspects of process management and customer satisfaction.
- Evaluate existing processes using appropriate tools and techniques and methodologies.
- Oversee the production of written documentation.
- Management of Operational Team’s in Service Delivery, including handling of high level escalations where appropriate.
- Maintain the integrity of processes.
- Design test and map processes to agreed specifications, corporate standards, architecture and methods.
- Implementing and improving delivery processes to reduce current delivery lead times.
Order Delivery Management Manager
Energis Comms Ltd
2002.02 - 2004.02
- Management of all provisioning orders on Clarify.
- Solid understanding of the end to end delivery process.
- Managing and prioritising escalations when necessary.
- Ensure all Customer Performance Requirements (CPI) are adhered to in conjunction with Energis Customer Committed Dates (CCD’s).
- Development of the current team of 15 people.
- Maintain and introduce current and new working practices, continuous improvement of processes and procedures.
- Manage and develop relationships with all 3rd Party Supplier Management Teams including BT Wholesale (Access Tail Supplier).
Customer Order Management Team Leader and Group Trainer
Energis PLC
2000.12 - 2002.02
- Ensure processes, procedures are developed, implemented, maintained and measured to enable existing and new service offerings are developed.
- Ensure inputs to CPI returns are produced in accordance with OFTEL.
- Provide first line focus for escalations of servicing affecting issues.
- All tasks are performed and all processes developed comply with Energis QMS, such that no incidents of major non-conformance are found on audit.
- Ensure goals/objectives are set, agreed, communicated and implemented in accordance with guidelines.
Project Co Ordinator and Group Trainer
Energis PLC
2000.04 - 2000.12
Education
BTEC - Business and Finance
St Crispins School
Reading 1988.01 - 1992.01
Personal Details
As part of my hobbies and interests, I am a keen cyclist, and regularly attend the gym.
Accomplishments
- Undertaken projects with an underperforming operational global team. In the first 3 months of this project, I had increased the performance of this team up 50%. Implemented a virtual global team structure, and increased the volume of work 70% by introducing management reports, monitoring day to day performance, and embedding a non rejection culture, along with reducing the amount of escalations dramatically. All this has been achieved whilst running parallel with incorporating bespoke/silo working procedures to ensure a global one way of working.
- My main achievements over the two years in this position have centred mainly on improvements to the existing delivery processes and procedures, to align with customers’ expectations. By introducing, customer centric Clarify Management reports, I have succeeded in delivering ‘best in industry’ performance standards to our corporate customers. Using the Daily Pipeline Reporting procedure, this allowed all Work In Progress (WIP) orders to be tracked through the delivery process in a controlled manner an also eradicated the need for unnecessary and costly escalations. Daily meetings chaired by myself with my team leaders were used to highlight potential problems through the use of a ‘management by exception’ philosophy where potential late delivery were identified in advance of the issues becoming an escalation. The introduction of this reporting methodology allowed the service delivery team to increase the volumes of orders managed by any one project co-ordinator, from 50 -250 orders each at any one time. As part of the overall result, all orders were tracked on a daily basis to ensure that industry standards were met in line with the Customer Committed Dates, and minimised the backlog of orders to 0%.
Certification
CCNA
Agile Trained
Six Sigma
Timeline
Delivery Director Role as Account Service Manager
Atos
2023.11 - 2026.04
Transition and Transformation Principle
BT Global
2021.11 - 2023.11
Head of Dynamic Network Service and DIGICO
BT Global
2017.11 - 2021.11
Head of CPE, Order Entry and Service Introduction
BT Global
2011.12 - 2017.11
Head of Customer Premises Equipment
BT Operate
2007.05 - 2011.11
Business Improvement Service Manager
BT Global Services
2004.02 - 2007.04
Order Delivery Management Manager
Energis Comms Ltd
2002.02 - 2004.02
Customer Order Management Team Leader and Group Trainer
Energis PLC
2000.12 - 2002.02
Project Co Ordinator and Group Trainer
Energis PLC
2000.04 - 2000.12
BTEC - Business and Finance
St Crispins School
1988.01 - 1992.01