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Hi, I’m

WAYNE PETERS

Seaford,East Sussex
There is a powerful driving force inside every human being that, once unleashed, can make any vision, dream, or desire a reality.
Tony Robbins

Summary

A confident professional with over 28 years extensive experience in Operations/Service, Service Design and Transition, Change/Testing and Release, Major Incident/Incident/Problem, Project, and Service Desk Management. Key Transition and Design player in multiple migrations of legacy systems/apps to Cloud Services, Expert in reviewing and improving existing and introducing new ITSM processes and procedures/Service Models, implementing CSIP's/improvements and optimisation across the ITIL ITSM framework, managing associated budgets, within the Retail ,insurance, financial, telecoms, IT, aviation and outsourced vendor sectors. Specific expertise in managing/coordinating multiple teams, providing training on all aspects of the complete ‘ITSM' Service Management framework. Managing and working with MSP/Vendors/Suppliers, Exemplary interpersonal skills to create effective working relationships and first-class communication skills to engage, motivate and influence others. Demonstrate a highly ethical and energetic approach to work and complete commitment to delivering results and within budgets. Thrives when working under pressure to deliver results that meet business objectives, SLA's/KPI's, revenue targets and time constraints and is absolutely motivated by these challenges . Dedicated and thrive on pressure Experienced in fulfilling job tasks quickly and effectively. Handling customers with professionalism and positive attitude. History exceeding passenger expectations with service quality and speed. Good customer service, communication and prioritization skills. Forward thinking Operations Specialist bringing years of expertise in sector businesses. Cultivates rapport with individuals to optimize project goals and output, resolve complex problems and deliver innovative improvement strategies. Reliable business professional with experience in project management, process improvement and financial analysis. Proven track record of successfully streamlining business operations and reducing costs. Adept at analyzing data to identify trends and developing strategies to improve efficiency. To seek and maintain full-time position that offers professional challenges utilizing interpersonal skills, excellent time management and problem-solving skills. Detail-oriented team player with strong organizational skills. Ability to handle multiple projects simultaneously with a high degree of accuracy. Hardworking and passionate job seeker with strong organizational skills eager to secure entry-level [Job Title] position. Ready to help team achieve company goals. Organized and dependable candidate successful at managing multiple priorities with a positive attitude. Willingness to take on added responsibilities to meet team goals.

Overview

32
years of professional experience

Work history

SAS, Subsidiary of Santander
Remote, Remote

Service Transition Design and Delivery Specialist
05.2023 - 09.2023

Job overview

  • Contract working on a brand-new proposal/Service rolling out Hire Cars to initially to Italy and then throughout Europe
  • Managed the Service Design and Transition from Development to Production for all aspects of the multiple streams of these Projects
  • Worked very closely with the Project Team to ensure all the deliverables were met and within SLA
  • Designed all the Standard Operating procedures, all SLA's, KPI's, OLA's
  • Ensured all support documentation was clear and concise and ensured that these were understood and accepted by the Support Teams and business
  • Managed multiple meetings with Key Business and IT Staff and documented all of these meetings
  • Set service acceptance and warranty exit criteria and facilitated warranty meetings after the new services into production
  • Ensured that anything new went through the change process
  • Aligned all activities with ITIL
  • Introduced Knowledge Management process, worked with the support teams to provide the appropriate documentation
  • Set the roadmap for all of the above for the next rollouts, Spain, Germany, France and then throughout the rest of Europe
  • Assisted with any P1 and P2 for the initial rollout and warranty phase
  • EBRD European Bank for Reconstruction and Development
  • Project/Service Change/Design and Transition Manager and Deskside Support Manager (Including Managing Multiple Major Incidents and Associated Problems)
  • Maximised vehicle performance by completing basic vehicle maintenance, including air pressure checks and oil changes.

EBRD European of Building and Redevelopment
London, London

Service Delivery & Transition Manager
08.2022 - 02.2023

Job overview

  • Integral part of this role is working on a major project (3000 staff) with EBRD moving from Exchange Square in London to a new headquarters in Canary Wharf alongside migrating Legacy Apps across to cloud (Microsoft Azure), managing the Service Design/release/transition and support moving into BAU and then factored all of these into Incidents and Major Incidents, the other 50% is managing the outsourced Global Deskside Support Team and manage Multiple Major Incidents and associated Problem Records
  • As part of the project, one of my responsibilities was for Service Design and Transition of the movement of all kit, new and old and circa 3000 staff from Exchange Square to Canary Wharf, with staff moving across via scheduled staggered deployment (IT First), this included managing the gated process including testing and signoff, multiple continuous engagements with Key Business Stakeholders verbal and in writing, clear collaboration with IT Support Teams and Facilities via regular, and ad-hoc meetings ‘where required', managed all key comms to IT & Business colleagues, ensuring new support documentation and checklists were provided for all aspects of the Service Management ITSM activities/lifecycle, ensured that all projects were handed over successfully and officially signed for by BAU/Run IT Support Teams and Key Business stakeholders, also ensured any old kit from Exchange Square which was no longer required was disposed of in the correct documented manner,
  • throughout the duration of the incident, produced key reports into Senior VIP's, an integral part in managing the Incident through to the Problem Management arena ‘See below for more detail'
  • Example a critical function within the business Treasury' had no connectivity in their locked area
  • Managed the incident as none of the ports in the room had been livened, activated the ports on the switch and connectivity came online, all resolved in 20 minutes, RCA oversight by the project, ensured for any new areas that the floor Network ports were all checked before staff attended on site
  • Perfect timing to review the Knowledge base, I worked with all the support teams onshore and offshore as there was very limited Knowledge Articles in the Knowledge Base and as with multiple organisations the knowledge was all in people's heads, worked with Senior Support staff to transpose the knowledge they had onto a KMDB template I produced and got this uploaded onto Service Now KMDB and Self- Service Portal
  • This again helps with speedy resolution of Incidents and increasing shared knowledge
  • Involved in P1 and P2 incidents that were caused due to the change/move and was a key signatory in approving either back out or fix forward
  • Ensured these incidents were caused by change and investigated what we could do better next time, worked with the Change Team to facilitate comms were sent out to all Key Stakeholders
  • Worked with Business Partners and IT to agree and then Introduce real time documented SLAs & KPI's for critical services and managed these with multiple different suppliers ensuring SLA's and KPI's are adhered to
  • Ensured critical alerts were set up in ServiceNow for a ticket to be auto generated in ServiceNow and at the correct priority, this enabled a large reduction in resolution time on incidents
  • Supplied Resolution/Closure codes for Change, MI's, Incidents and Problems into Service Now, on the back of this introduced more in-depth RCA and
  • As part of the project, one of my responsibilities was for Service Design and Transition of the movement of all kit, new and old and circa 3000 staff from Exchange Square to Canary Wharf, with staff moving across via scheduled staggered deployment (IT First), this included managing the gated process including testing and signoff, multiple continuous engagements with Key Business Stakeholders verbal and in writing, clear collaboration with IT Support Teams and Facilities via regular, and ad-hoc meetings ‘where required', managed all key comms to IT & Business colleagues, ensuring new support documentation and checklists were provided for all aspects of the Service Management ITSM activities/lifecycle, ensured that all projects were handed over successfully and officially signed for by BAU/Run IT Support Teams and Key Business stakeholders, also ensured any old kit from Exchange Square which was no longer required was disposed of in the correct documented manner, Last person on site in Exchange Square to ensure building was left empty and clean to hand back to Landlord
  • Another critical part of the Service Transition/Delivery function was to recognise, recommend and implement CSIPS (Improvements), one of these which manifested from working with and listening to my business colleagues was to implement a Tech Support Hub allowing our customers by implementing an agreed standard processes to book and attend scheduled drop in sessions to see one of my tech guys face to face, this included new tooling, interactive touch screens, complete customer interaction devices, real state or the art technologies, this has proved a massive success and customer satisfaction has improved by 20% to date
  • An example of a key learning from the Transition was a critical function within the business ‘Treasury' had no connectivity in their new secure locked area
  • Managed the incident and none of the ports in the room had been livened, activated the ports on the switch and connectivity came online, all resolved in 20 minutes, RCA oversight by the project, ensured for any new areas that the floor Network ports were all checked before staff attended on site, this was added to the transaction checklist
  • Critical part of the team migrating legacy apps across to Microsoft Azure, ensuring that the software lifecycle was adhered to and all processed through change and quality assurance this included defining the desired outcome including benefits and testing plan throughout the lifecycle, developing in the correct staging state, signed off successful testing, deploy in test again signed off and then into Prod, Examples of this was multiple SharePoint sites where there were internal links to various applications for which we had an old version on Prem
  • Another app was an internal version of CaseWare a financial auditing tool, we also had multiple oracle systems, which were EOL
  • We utilised ESB & IPaaS extensively to achieve our objectives
  • Managed the transferring of all deskside kit, including Desktops/Laptops, peripheral devices, screens etc..
  • From the old HQ to the New HQ and the movement of all the devices, As part of this also managed the decommissioning of all old kit and disposal of the kit, ensuring updating of CMDB and wiping of the devices, tested applications for example for Treasury that are critical for the business and worked with them to resolve any issues
  • Built key relationships with MSP's/Vendors, Strategic and Senior Business Stakeholders, acted as their conduit straight into IT but also educated them all on the need for following agreed processes and the benefits of this
  • Managed driving down the Incidents and request queues as this has increased exponentially due to moving to the new site at Canary Wharf, Incidents P1 and P2 down to 16 from 80 and Problem from 360 to 54
  • Mentored/trained my team and other support teams on all aspects of ITSM which proved invaluable in their knowledge of why things are managed the way they are
  • Successfully set up a new build room in new HQ for new laptops and all the peripherals with increased ports (14) and improved safe storage, also ensuring BAU have the tools and documentation to manage this
  • Managed the day-to-day activities of my Global Deskside team, including team management, providing training, Team and 1-1 mentoring, escalation, Service Reviews, Ensured processes were either implemented from new or existing processes improved as these were very light, for example Joiners/Movers/Leavers, my team would only collect back the laptop and phone but not the peripherals, now everything is logged under category ‘that-user' in ServiceNow so we know exactly what Kit the user has and what kit needs to be returned when they leave
  • Managed the team that performed the EUC Refresh Project, which included replacing circa 1600 iPhone 6 with iPhone 12, this also included ensuring my guys built the Treasury Bloomberg PC's (Speciality) to customer requirements
  • Co-Managed ‘where required' change advisory board and interacted with all associated support teams onshore and offshore, ensuring all changes all raised in Service Now with a test and backout plan
  • Dealing with Technicians and Project Managers that didn't see the benefit of all this information
  • Mentored and trained these teams and the benefits that go with change
  • Ensured that the correct approvers were on each change and factored in whether the particular change would have an impact on services or other scheduled changes
  • This included capacity management
  • Scheduled time with Development Operations to understand what was in their pipeline and that the correct staging was factored and booked in
  • Part of the weekly Project Board to understand the pipeline of critical Projects that were in the pipeline and the date for delivery of these, this gave me insight into what potential changes were due to be raised and approximately when
  • Key Escalation Point for all the company's VIP's Circa 168 including the president and vice president
  • Subject Matter Expert' - Change ‘Projects, Transition and Testing'
  • Identified, tracked and managed risk, proposing remedial activities and plans to prevent service failure.
  • Sought opportunities to establish extra value for customers continuously, boosting client satisfaction levels.
  • Trending to reduce recurring incidents, 3-month trending currently being analysed
  • An example of Problem with recommendations - Remote offices continually losing Wi-Fi, Worked with the appropriate support teams and collectively determined that all of our remote sites around the Globe were all running Aruba Access Points that were EOL, End Of Support and had been for 3 years
  • Decision made to upgrade all their AP's which has made a massive difference in productivity and connectivity
  • Reviewed all the outstanding problems (some 3 years old)
  • Managed driving down and reviewing the Incidents, Problems and request queues as these increased exponentially partially due to moving to the new site at Canary Wharf, drove Incidents P1 and P2 down from 80 to 16 and Problem from 360 to 54
  • All valid output from Problem tickets I introduced and trained the support teams to always apply updates to the KMDB (Knowledge Mgmt D/B)
  • Managed comms to Senior stakeholders, including the president and vice president, managed the Problem Management arena introducing multiple recommendations for example, factual trending initially on P1/P2, with P3/P4 to follow
  • As part of the project, one of my responsibilities was for Service Design and Transition of the movement of all kit, new and old and circa 3000 staff from Exchange Square to Canary Wharf, with staff moving across via scheduled staggered deployment (IT First), this included managing the gated process including testing and signoff, multiple continuous engagements with Key Business Stakeholders verbal and in writing, clear collaboration with IT Support Teams and Facilities via regular, and ad-hoc meetings ‘where required', managed all key comms to IT & Business colleagues, ensuring new support documentation and checklists were provided for all aspects of the Service Management ITSM activities/lifecycle, ensured that all projects were handed over successfully and officially signed for by BAU/Run IT Support Teams and Key Business stakeholders, also ensured any old kit from Exchange Square which was no longer required was disposed of in the correct documented manner, Last person on site in Exchange Square to ensure building was left empty and clean to hand back to Landlord
  • Another critical part of the Service Transition/Delivery function was to recognise, recommend and implement CSIPS (Improvements), one of these which manifested from working with and listening to my business colleagues was to implement a Tech Support Hub allowing our customers by implementing an agreed standard processes to book and attend scheduled drop in sessions to see one of my tech guys face to face, this included new tooling, interactive touch screens, complete customer interaction devices, real state or the art technologies, this has proved a massive success and customer satisfaction has improved by 20% to date
  • Example of a key learning from the Transition was a critical function within the business ‘Treasury' had no connectivity in their new secure locked area
  • Managed the incident and none of the ports in the room had been livened, activated the ports on the switch and connectivity came online, all resolved in 20 minutes, RCA oversight by the project, ensured for any new areas that the floor Network ports were all checked before staff attended on site, this was added to the transaction checklist
  • Critical part of the team migrating legacy apps across to Microsoft Azure, ensuring that the software lifecycle was adhered to and all processed through change and quality assurance this included defining the desired outcome including benefits and testing plan throughout the lifecycle, developing in the correct staging state, signed off successful testing, deploy in test again signed off and then into Prod, Examples of this was multiple SharePoint sites where there were internal links to various applications for which we had an old version on Prem
  • Another app was an internal version of CaseWare a financial auditing tool, we also had multiple oracle systems, which were EOL
  • We utilised ESB & IPaaS extensively to achieve our objectives
  • Managed the transferring of all deskside kit, including Desktops/Laptops, peripheral devices, screens etc..
  • From the old HQ to the New HQ and the movement of all the devices, As part of this also managed the decommissioning of all old kit and disposal of the kit, ensuring updating of CMDB and wiping of the devices, tested applications for example for Treasury that are critical for the business and worked with them to resolve any issues
  • Built key relationships with MSP's/Vendors, Strategic and Senior Business Stakeholders, acted as their conduit straight into IT but also educated them all on the need for following agreed processes and the benefits of this
  • Managed driving down the Incidents and request queues as this has increased exponentially due to moving to the new site at Canary Wharf, Incidents P1 and P2 down to 16 from 80 and Problem from 360 to 54
  • Mentored/trained my team and other support teams on all aspects of ITSM which proved invaluable in their knowledge of why things are managed the way they are
  • Successfully set up a new build room in new HQ for new laptops and all the peripherals with increased ports (14) and improved safe storage, also ensuring BAU have the tools and documentation to manage this
  • Managed the day-to-day activities of my Global Deskside team, including team management, providing training, Team and 1-1 mentoring, escalation, Service Reviews, Ensured processes were either implemented from new or existing processes improved as these were very light, for example Joiners/Movers/Leavers, my team would only collect back the laptop and phone but not the peripherals, now everything is logged under category ‘that-user' in ServiceNow so we know exactly what Kit the user has and what kit needs to be returned when they leave
  • Managed the team that performed the EUC Refresh Project, which included replacing circa 1600 iPhone 6 with iPhone 12, this also included ensuring my guys built the Treasury Bloomberg PC's (Speciality) to customer requirements
  • Co-Managed ‘where required' change advisory board and interacted with all associated support teams onshore and offshore, ensuring all changes all raised in Service Now with a test and backout plan
  • Dealing with Technicians and Project Managers that didn't see the benefit of all this information
  • Mentored and trained these teams and the benefits that go with change
  • Ensured that the correct approvers were on each change and factored in whether the particular change would have an impact on services or other scheduled changes
  • This included capacity management
  • Scheduled time with Development Operationss to understand what was in their pipeline and that the correct staging was factored and booked in
  • Part of the weekly Project Board to understand the pipeline of critical Projects that were in the pipeline and the date for delivery of these, this gave me insight into what potential changes were due to be raised and approximately when
  • Key Escalation Point for all the company's VIP's Circa 168 including the president and vice president
  • Subject Matter Expert' - Change ‘Projects, Transition and Testing'
  • Identified, tracked and managed risk, proposing remedial activities and plans to prevent service failure.
  • Sought opportunities to establish extra value for customers continuously, boosting client satisfaction levels.

Job overview

  • Brought in as the ITSM SME, managing the exiting of current suppliers and the transitioning of Service and Support to 3 new major suppliers, Ultima, Co-Forge and XPOE along with several suppliers with smaller responsibility
  • Implemented New Process and associated documentation for MI, Incident, Problem, Change & request
  • Coached, educated IT and Business Teams/stakeholders/suppliers who touch the above items, this included training on the MI and Change Module in ServiceNow, risk, requirements, backout requirements, full completion of Change forms, correct CI's raised in ServiceNow etc…
  • Assisted in the initial setting up of the Service Desk onshore and offshore, continue to work with Coforge on a daily basis focusing on Service Desk working to improve first time fix, improving knowledge, working with internal technical teams to provide Knowledge Articles and uploading these into ServiceNow, listening into calls and providing feedback, provided How to Guides and ensure all key learnings were/are loaded into ServiceNow Portal knowledge management database
  • Managed all MI's that came in during the transition phase, trained the new suppliers including the Service Desk on the new processes, massively focusing on MI's and Change initially
  • Managed relationship with all suppliers, including day to day operations, Service meetings and improvement sessions
  • As part of the training also educated the stakeholders that Emergency Changes are purely for Emergencies and not day to day run activities
  • Reduced Emergency changes by 30% in the first month of adopting the new Change module, this had a 35 reduction in MI's caused by change
  • Worked on implementing the new reward programme for Costa Customers ensuring this was fir for purpose, fully documented, knowledge articles, how to guides, testing
  • Migrated successfully Phase 1 which included managing and transitioning our New Main IT Management Incumbent into Costa which included Service Desk and Application Services support and projects, ensured that the benefits were noted and realised and that all activities adhered to the Change process logging everything in ServiceNow
  • Worked with the Programme to ensure that all activities requiring Change were factored into the project covering Phase 2 Infrastructure and projects and Phase 3 Networks, utilised Agile Methodology throughout the various stages
  • Worked with the programme for upcoming projects to ensure we have Change fully factored into the Projects, Change fully understood, all documentation requirements detailed
  • Produced all the ServiceNow test scripts for Phase 1 and Phase 2 covering all aspects of the ITSM Lifecycle including Change
  • Completed Service readiness testing for Co-Forge and Ultima successfully on the Services being provided
  • Developed the roadmap and Service Models for each of the individual states 1,2 & 3 noted above
  • Facilitated, managed, and incorporated the new version of the ITSM lifecycle that I introduced into live Service including Service Design documentation, including processes for, Major Incident, Incident, Request, Problem and Change making multiple suggestions and improvements
  • Worked with our business partners to define correct Priorities to services and associated SLA's, then worked with our new IT Suppliers to implement OLA's
  • Assisted in the initial setting up of the Service Desk onshore and offshore, continue to work with Coforge on a daily basis focusing on Service Desk working to improve first time fix, improving knowledge, working with internal technical teams to provide Knowledge Articles and uploading these into ServiceNow, listening into calls and providing feedback, provided How to Guides and ensure all key learnings were/are loaded into ServiceNow Portal knowledge management database
  • Managed relationship with all suppliers, including day to day operations, Service meetings and improvement sessions
  • Trained all the internal and supplier teams on best practice management of the ITSM lifecycle focusing on Major Incident, Problem, Change & Request
  • Supplied Resolution/Closure codes for Change, MI's, Incidents and Problems into Service Now, on the back of this introduced more in-depth RCA and Trending to reduce recurring incidents, 3-month trending currently being analysed
  • Managed from Costa side the implementation of ‘Rome' on ServiceNow with our new supplier Coforge and again made proposals main ones implemented below
  • Completely solutionised the whole front end of the ServiceNow Self Service Portal making this more user friendly, changed the whole aesthetics and flow, added new items in, made changes to the back-end workflow and performed end to end testing on these
  • Managing a Portfolio worth in excess of 1 million and making sure the portfolios and projects hit SLA's and budget forecasts, making sure Design is adhered to, each stage of the Target Operational Model, process & ITSM are all aligned and fully documented through to completion
  • Produced new categories and sub-categories and associated forms for our suppliers which have been migrated to date with associated testing in ServiceNow Development, and Non-Prod and then managed the migration into Production all successfully
  • Treated patients with dignity and respect to uphold high-quality clinical care services.
  • Liaised with multidisciplinary teams to maintain care continuity across departments and services.

InHealth
High Wycombe, Buckinghamshire

ICT Support Manager/Major Incident/Problem/Service Transition Manager
01.2021 - 09.2021

Job overview

  • Brought in to do a thorough analysis of the IT Support function including Service Desk Level 1 and 2, making striding changes to improve performance, service, team capabilities, customer service, knowledge amongst a multitude of other factors, introducing multiple game changing improvements and continual service improvements many listed below
  • Reviewed and implemented new enhanced Major Incident Management process introducing new priority definitions, factoring impact and urgency for all our services: Priority 1 to Priority 4 and loaded this into Service Now
  • Introduced SLA.s OLA's and KPI's across all our incidents and request priorities and uploaded these into Service Now
  • Resolved all major incidents P1 and P2 within SLA
  • 100% success
  • Introduced full-Service Transition and associated process and documentation, managed all Service Transition documentation and weekly meetings, from Project into live and ensured all documentation was stored on Share-point and Knowledge base
  • Owned BCP ‘Business Continuity Planning and ensured documents regularly updated and saved on Share-point and KMDB
  • Introduced real time monitoring for all Priority P1 to P4 24X7X365, introduced tickets auto raised in Service Now direct to the applicable support teams depending on the issue, including Service Desk, Applications, and Infrastructure
  • Implemented all P1 and P2's to generate an auto text to be sent to specific support groups including 2 X Major Incident Managers so (myself primary and my direct report secondary) to initiate a Bridge call immediately to manage the issue and initiate structured communications to the correct key stakeholders
  • Reviewed regularly the distribution list for P1 and P2 with the Key Stakeholders, ensuring the correct comms go to the correct stakeholders/customers
  • Improved Problem Management process by introducing thorough analysis via meetings, phone, emails etc… with the relevant internal and external teams after each P1 and or P2, factoring in recommendations and applying a rag status and date for completion to these including level of importance and all appropriate key information is shared via a formal official report to all key stakeholders and key is continuous regular updates to Execs and Key Stakeholders
  • Inherited Management of the Application support function, reduced staff number by 2 and implemented cross training, and external training across the whole team to increase knowledge and accountability
  • Outsourced call centre letter and template production to 3rd party
  • Formulated new communication templates for Major Incident for new, ongoing and resolved tickets and implemented the appropriate timelines for these to be generated
  • Introduced factual real time updates to IVR and Self-Service-Portal for Major Incident updates, aligned with our communications to dedicated team's dependant on the Service/Application/s
  • Implemented Service Now automation from resolved incident to auto raise a problem ticket with data automatically transposed across
  • Reduced Aged calls/incidents from 330 down to a manageable 12
  • Reduced Problem tickets from Circa 60+ to 6
  • Reduced Open requests from Circa 220+ to current 56 across all categories
  • Automated the Leaver/starter and Joiner process which resonated in an email generated from HR which automatically cuts a ticket and appropriate tasks in Service Now, prior to this was all manual
  • This was implemented as part of RPA' Robotic Process Automation' for which I was a part of the project board and a key signatory
  • Introduced a completely new set of Incident Closure Codes in Service Now to facilitate factual trending, analysis driving down recurring incidents
  • Developed a brand-new Service Catalogue, for our customer's uploaded this into SN and the self-service portal, which is far more self-explanatory and user friendly, this allowed me to perform proper analysis on the type of calls and requests raised and again through analysis assists us to improve service
  • We have changed the ratio from 70% telephone calls and 30 % self-service to now 80% self-service tickets and 20% Tel calls into the Service Desk
  • Applied Wrap codes for Service Desk after every call to detail the reason for the call, again allowing us to understand what is impacting our customers and where we can make improvements/CSIP's
  • Introduced a New Starter handbook which gives all new starters an insight into IT and what they can do autonomously and details high level the type of things IT can help with
  • This goes to all new starters and is added to their desktop/Laptop
  • Increased the knowledge of the team by introducing Knowledge Transfer sessions with our internal Apps team, ‘6' sessions so far with more to follow
  • Increased the team's knowledge with training sessions for 4 of my Engineers including IDG Trailer builds and support, Mobile builds including Laptops, Static Trailer printers, Meraki builds, Trailer Static Pacs and worklist issues etc
  • Arranged external ‘Customer Service' training for all my teams with an agency to enhance our listening, verbal skills and all aspects of communication skills
  • Improved Stock Management by determining how many requests for new kit outstanding, working with HR to understand new starters proposed for next 3 months and leavers and based on this I my staff and worked out a simple formula for kit ordering for Laptops/Desktops, Phones, Laptop Bags, Dongles, peripherals etc, this ensures we always had available stock, but also means we do not have stock sitting around being unused, this also delivers cost savings
  • Based on the above we now prebuild all of our Laptops and Desktops with a basic InHealth basic build saving 2 hours on each deployed device, building an average 12-15 a week to ensure these are available and in use and have all of the relevant latest security/OS updates already applied on them
  • Managed Vendor relationships meetings, monthly, quarterly, 6 monthly etc but are also the focal contact for all external vendors for IT
  • Utilising my streamlined processes and procedures reduced by 4 staff across my teams making a substantial cost saving
  • Managed project to outsource our Laptop, Desktop, Mobile builds and the logistical issues that comes with having satellite sites from West Ireland to Cornwall, to the highlands down to Essex some 250+ sites - Cost Saving 30K+ on initial builds, this will exponentially grow into other aspects of outsourcing internal processes/activities
  • Managed the IT part of the ISO 27001, 27002 and 9001 audits
  • Legal and General

Legal and General
Brighton, East Sussex

Major Incident Co-ordinator
07.2020 - 11.2020

Job overview

  • Brought in as an expert to manage P1 and P2 escalated incidents and communications to key stakeholders, working with the rest of the team to share knowledge and skills, utilising these to review and implement improvements across the entire ITIL Service Management Framework
  • No Major Incident Sla's missed throughout the duration of my contract
  • Reviewed the P1 major Incident process and the associated priorities set against applications/services with the business and other partners/suppliers and implemented multiple changes in streamlining the process, the communication plans, key contacts and making multiple changes to the priorities for P1 and P2's in line with financial regulatory and business needs/requirements
  • Ensured all P1 and escalated P2 follow Problem Management guidelines
  • Due to my skill sets I was asked to join the Windows 10 migration programme and manage major application defects, engaging with the correct technical support (Onshore and Offshore and across multiple sites in the UK), support depending on service could fall within Technologies or the Business, engage business SME's and testers to ensure these defects are resolved and the apps were WIn10 fully functional, fully tested and signed off by key signatories before migrating across to users already migrated to , these included Tier 1 financial applications Topaz, Product Writer and Global Insurance Quotes
  • This was all managed alongside my main function of managing P1 and P2 Major incidents
  • Managing these defects also ensured mitigation was affected to reduce major incidents across these applications and other apps/services that have key dependencies on these apps
  • Key signatory on emergency, P1 and P2 changes 24X7 and a key attender at Daily Cab
  • Functional tester on Service Now, which had only gone live 2 weeks prior to the commencement of my contract
  • Functional tester on CBT's to ultimately move to enable HR to move all CBT's to EGDE
  • Their model at the time was to run different CBT programmes on M/S Edge, Chrome and IE11 and compatibility on a lot of these were an issue
  • Worked with key internal and external suppliers to ensure all CBT's were resolved and migrated across to Edge seamlessly.

Royal mail

Associate
02.2020 - 06.2020

Job overview

  • Successfully managed the review and implementation of improvements of including people's skill sets and knowledge, process and technology to multiple facets of the Service Management ITIL framework including Major Incident Management P1 and P2's, Problem Management and Change Management, ensuring that key staff fully trained, competent are ready to manage the challenges ahead
  • Implemented new end to end processes, procedure and improvements on Problem Management, Major Incident and Incident ensuring these are all fully documented and input into Service Now
  • Initiated initial Change and Release Management discussions and provided high level processes for key staff to continue to fully implement
  • Provide full training to 5 staff across these key services enabling them with the skills to then train the trainer
  • Managed all critical Priority P1 incidents and P2 where required (Provided escalation process for Senior IT and business personnel as per agreed
  • Communicated to Leadership, support teams and vendors what was required of them when managing incidents and problems
  • Applied standardised communication templates for all P1 and escalated P2's into Service Now and ensured these were adhered to and utilised
  • Managed thorough review of applications/services for P1 and P2 priority definitions
  • Worked with key business partners in determining whether these are still applicable and amended where required
  • (last review was 6 years prior), these were then input directly into Service Now and the KMDB (knowledge Mgmt D/B), bookmarked another review in 6 months
  • Provided Service Transition with P1/2/3/4 definition statement/s for all new applications/services.

Quilter PLC
Southampton , Hampshire

Service Operations/ Lead Problem and Major Incident Manager
07.2015 - 11.2019

Job overview

  • Acted as the primary contact for all service delivery issues, including major incident and incident management, Problem Management, Application management, Change Management and service delivery performance including SLA and KPI reporting
  • Successfully reduced Problem tickets by over 300 open tickets and MI's by on average 26 a month
  • Managed multiple external suppliers and established relationships and worked daily with our onsite and virtual engineering and support teams comprising internal and external staff and 3rd party suppliers to set the direction for the team and to ensure expectations were set for our suppliers and similarly back to our suppliers
  • Managed and implemented multiple new business acquisitioned projects and transitioned those projects into an established service delivery model
  • Implemented new procedures and processes for the following: Incident and major management, Problem management, end to end service transition, a service desk improvement plan covering a customer base of 2500 users
  • (more information below)
  • Set up a robust problem management process (reducing problem tickets from circa 330+ down to 27), transitioned Problem Management from a living document on a SharePoint site into Service now (all logged individually), improved quality and output reporting by 100% to senior IT and business stakeholders
  • Achieved KPI of 85% for all P1 and P2 RCA found, ensured these were documented and improvements presented and implemented successfully
  • Key learnings were then input into the knowledge management database in Service Now but could be applied to Remedy and other key logging systems
  • Reduced Major Incidents (P1&P2) from Circa 30+ a month to an average of 2 X P1 and 4 X P2 a month, this was utilised through problem management, trending, thorough analysis of correct prioritisation of all incidents P1-P4 through engagement with the business and key stakeholders and ensured correct priority logging and assignment on tickets/incidents
  • Manage and facilitate monthly and ad-hoc meetings with key internal support groups and vendors/suppliers to work through any problems over the preceding month and any forthcoming activities planned
  • Throughout the month ensuring teams updated Service Now with previous required findings/updates as well as email, verbal communication and interaction
  • Trained continuous training Key Service Management staff how to utilise and Manage Problems spreading knowledge throughout operations with 4 key staff reporting direct to me for Problem Management
  • Ensured that OMW transition and knowledge transfer activities for all supported and unsupported applications and associated infrastructure (from HCL, TCS, G3, BT, GET & OMW) were adhered to, fully documented and measured including Service definition document, service support model, including procedures & technical information, SLA's, OLA's & KPI's
  • Set up a knowledge management database to store all this information
  • Implemented the common gated project process ensuring that the correct individuals attend the correct appropriate gate & that all required signatories stating from the initial design phase through to the acceptance into business as usual
  • 100% focus given to end to end service management/operations ensuring that all projects are delivered into service in a professional & fully supportable way and that the correct capabilities are prevalent within the correct support functions & that training is provided where & when provided
  • Initiated Managed major incidents and communications to senior executives
  • Managed the Service Desk Improvement programme, implemented first time & first line fix consistently run at 78%, initiated weekly, monthly & quarterly trending which then fed into Problem Management, initiated SD involvement in all P1 & P2 incidents enabling the analysts to become more involved in the end to end Service Management cycle
  • Reduced the decommissioning process for servers and laptops / desktops from 90 days to 30 days
  • This dramatically reduced device billing, as our service provider supports and cross charges devices on a device-by-device basis
  • Discovered 178 servers utilising SNOW and ADDM and removed from the billing schedule that should have been decommissioned but weren't, making an overall 3 month saving of £38,000 in licensing & support costs
  • Moved to next phase and have developed a decommissioning programme of one of our datacentres containing 2389 servers, moving 400 servers to our Woking data centre decommissioning the remainder removing these from support & billing schedule, annual cost savings to be confirmed
  • Project managed the roll out of a wireless solution in Millennium Bridge House successfully and under budget
  • Worked with Mozaic Consulting implementing 27 service management processes (across the IT organisation) as part of a large-scale SIAM implementation project - I managed incident, major incident, problem, Software Asset, Hardware Asset management & change management processes as part of the 27.
  • Translated senior management directives into actionable front-line policies and implemented changes with staff.

QBE

Operations and Service Delivery Manager
12.2014 - 03.2015

Job overview

  • Anaged all operational service teams, including infrastructure and application support, service desk, major incident and problem management, user administration and deskside support (circa 50+ staff)
  • Managed £5 million budget for transition of services and projects from current incumbent, IBM, to CSC
  • Main achievements included:
  • Managed the operational readiness and service transition, from IBM to CSC, on-time and under budget
  • Implemented and managed a VIP service for senior executives and board members, acting as the escalation point managing all aspects of their requests and coordinating these through the appropriate IT support teams
  • Ensured that QBE transition and knowledge transfer activities for all supported and unsupported applications and associated infrastructure (from IBM to CSC) were adhered to, fully documented and measured
  • Initiated EMC, Qualys, ADDM and Altiris into the discovery phase for automated CMDB
  • Project and business as usual activities delivered, incurring no late financial penalties across all my operational and transition teams
  • All P1 and P2 major incidents managed, within SLA, with full problem management process adhered to, documented and added into knowledge database
  • Fully communicated to Senior IT management and key stakeholders
  • Managed 50+ staff including desktop support, networks and applications support
  • This included defining strategy, development, quarterly reviews and appraisals
  • Rolled out Office 365 to all business and IT users successfully and within allocated timeframes.

Barclaycard

ServiceNow Tool Discovery and Transition Manager
11.2014 - 12.2014

Job overview

  • Short-term contract to assist with managing the Service Now tool delivery and transitioning into service for HR
  • Main achievement:
  • Managed transition successfully into service, ensuring all operational teams and senior management understood the support model, functionality, on-going enhancements and delivered within agreed delivery date and under budget.

Equiniti
Worthing, West Sussex

Incident Delivery and Project Manager
10.2013 - 10.2014

Job overview

  • Managed and implemented multiple new business acquisitioned projects and transitioned those projects into an established service delivery model
  • Coordinated multiple external suppliers and acted as the primary contact for all service delivery issues, including major incident and incident management, application management, change management, problem management and service delivery performance including SLA and KPI reporting
  • Established relationships with virtual engineering and support teams comprising internal and external staff and 3rd party suppliers to set the direction for the team
  • Achievements included:
  • Restructured the pensions and IT business, which reduced the operational costs by £500k per annum
  • Introduced new processes and procedures into project lifecycle to strengthen PMO governance
  • This included streamlining cross-charging, time recording, budget and gateway management and project RAG status
  • Set up processes for, and managed, P1 and P2 incidents, full root cause analysis and communications to the business, with no SLAs missed and no service charges incurred.
  • Identified and managed budget, timescale and scope changes, recommending actions and improvements to meet project goals.

Cochrane IT Consulting

Service Delivery / Change / Incident Manager
09.2012 - 09.2013

Job overview

  • Responsible for infrastructure, Service Incident and Change Management for clients including Sky, RBS, UCAS, Virgin Money, Park Group Plc, Sussex County Cricket Club and Kiln
  • Achievements included:
  • Recruited and delivered a service change and incident management team
  • Defined strategy and processes, on-boarded clients, managed incidents involving multiple off-site and offshore teams and change management team with projected annual profits of £400K to manage the incidents on at outsourced basis
  • Managed the transition of these services from previous 3rd parties to our clients
  • Assisted RDF in achieving ISO:20000 certification
  • Project-managed and installed a working global CMDB internally for RDF and Sussex County Cricket Club
  • This was integrated into Remedy for daily use and reduced P1 incidents by 20%, increased first-time fix and dramatically reduced overall resolution times
  • Project-managed installation of point of sale system to Sussex County Cricket Club and Avaya Call Manager for RBS service desk.

Gatwick Airport

Xchanging Operations Manager
09.2010 - 09.2012

Job overview

  • Managed new service (circa 50 staff) covering service and incident delivery, networks and infrastructure, change, desktop, service desk and project management
  • Reporting directly to CIO 3rd party Global Investment Partners - owners of Gatwick, achievements included:
  • Increased Xchanging's contracted services by £2.5 million per year by procuring and managing new services transferred from other 3rd parties
  • Successfully achieved 100% resolution within agreed SLAs for P1 and P2 incidents, reduced recurring incidents by 30% and increased first-time fix on the service desk from 28% to 56%
  • Only 3rd party contractor to incur no service credits for all teams
  • Delivered a critical control centre for Gatwick senior management, 3 months ahead of schedule and £150k under budget.

Dimension Data

NZ Client Delivery Executive
02.2008 - 08.2010

Job overview

  • Responsible for 70% of Dimension's managed service portfolio
  • Accounts included NZ Telecom, Vodafone Fiji, Air New Zealand, Farmers, SPM and Tenix
  • Achievements included:
  • Promoted after 6 months to client delivery executive, managing platinum accounts including New Zealand Telecom's biggest account, worth initially NZ$5.5 million per year
  • Increased New Zealand Telecom's portfolio spend to NZ$8 million a year by increasing staff seconded to NZ Telecom, contracted services and overall project portfolio
  • Produced the IT operations support model, fully documenting processes and tightening controls to reduce costs within the team and increasing security.

Merrill Lynch Investment Bank
Brighton, Brighton and Hove

Major Incident & Desktop Manager
01.2006 - 01.2008

Job overview

  • Responsible for managing all P1 and P2 Incidents through to resolution and full root cause analysis
  • Managed desktop services (circa 20 staff)
  • Achievements included:
  • Delivered the rollout of Blackberry devices to 200+ traders and installed two new BES servers; all with a seamless transition and £50K under budget
  • Initiated and managed on-going support contract with O2
  • Produced the IT operations support model, fully documenting processes and tightening controls to reduce costs within the team and increasing security
  • Reduced FTE headcount by 4 in the desktop team by utilising new processes and work list management - with a cost saving of £140K per year
  • Reduced P1 and P2 resolution times by 46% overall and implemented a business engagement model to key stakeholders for P1 and P2 incidents and escalations.
  • Investigated issues affecting group operations, prepared reports and helped correct problems.

American Express / IBM

Service Delivery and Major Incident Manager
01.1992 - 12.2005

Telephone Service Centre
Brighton, East Sussex

Network Operator

Job overview

  • Collaborated with clients, vendors and IT support staff during system creation, set up and maintenance.
  • Gave detailed specifications for proposed solutions, outlining materials, manpower and time needed.
  • Oversaw development of customised software and hardware requirements.
  • Researched network infrastructure requirements and demands to establish system improvements.
  • Troubleshot and resolved all arising technical issues related to systems.

Education

Prince2 Practitioner ITIL Service Management Red Badge ITIL Incident Management ITIL Service Transition ITIL Change / Test / Release

Longhilll High School

Computer Science and Business Studies Course

Skills

  • ITIL V4 - Foundation (currently training for professional)
  • Change, Test and Release Management
  • Major Incident and incident Management
  • Detailed in depth Problem Management
  • Project Management including migrating Legacy to Cloud Services
  • Process review, improvements, and optimisation across the complete ITIL framework of Service Management
  • Service Transition
  • Application Management including (Cloud/SAAS, Enterprise and In-House)
  • Service Now Implementation and Testing
  • Business Continuity BCP
  • Business and IT Transformation
  • Service Lifecycle
  • RPA - Robotic Process Automation
  • Business Process Mapping
  • Business/MSP and Vendor Relationship Management
  • Collaborative working methodology
  • Vendor/MSP and 3rd Party Management
  • ServiceNow, Remedy and Assyst
  • People Management
  • MI Reporting
  • Active Directory
  • Windows 7 to Windows 10 project and deployment
  • Cloud Solutions
  • [Type] Management

Languages

English
Native
Availability
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Timeline

Service Transition Design and Delivery Specialist

SAS, Subsidiary of Santander
05.2023 - 09.2023

Service Delivery & Transition Manager

EBRD European of Building and Redevelopment
08.2022 - 02.2023

ICT Support Manager/Major Incident/Problem/Service Transition Manager

InHealth
01.2021 - 09.2021

Major Incident Co-ordinator

Legal and General
07.2020 - 11.2020

Associate

Royal mail
02.2020 - 06.2020

Service Operations/ Lead Problem and Major Incident Manager

Quilter PLC
07.2015 - 11.2019

Operations and Service Delivery Manager

QBE
12.2014 - 03.2015

ServiceNow Tool Discovery and Transition Manager

Barclaycard
11.2014 - 12.2014

Incident Delivery and Project Manager

Equiniti
10.2013 - 10.2014

Service Delivery / Change / Incident Manager

Cochrane IT Consulting
09.2012 - 09.2013

Xchanging Operations Manager

Gatwick Airport
09.2010 - 09.2012

NZ Client Delivery Executive

Dimension Data
02.2008 - 08.2010

Major Incident & Desktop Manager

Merrill Lynch Investment Bank
01.2006 - 01.2008

Service Delivery and Major Incident Manager

American Express / IBM
01.1992 - 12.2005

Network Operator

Telephone Service Centre

Prince2 Practitioner ITIL Service Management Red Badge ITIL Incident Management ITIL Service Transition ITIL Change / Test / Release

Longhilll High School

Computer Science and Business Studies Course

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WAYNE PETERS