Devexperts

1. Service Delivery Management:
Ensure compliance with the procedures, instructions, KPIs, and support contract commitments,
Lead an onboarding process of the client during the production launch,
Communicate with the client via telephone, e-mail, or IM to report the current status of the issues,
Oversee the resolution of major incidents, ensuring timely communication and resolution,
Take responsibility for completing the support contract conditions.

2. Process management:
Organize and supervise giving estimations, planning and executing maintenance routine operations & project development tasks in frames of the support team,
Manage the process of investigation of the technical issues;
Manage tasks related to the bug fix of the product.

3. People management:
Manage a project support group in the Maintenance and Support department,
Organize and manage the workload of the team and their backlog.

4. Service Improvement:
Identify opportunities for process improvements and implement best practices to enhance service delivery,
Identify opportunities to enhance the teams' active monitoring and reporting,
Report on key performance indicators (KPIs) with the required stakeholders.

Service Delivery Manager

Philip Morris International

- Lead the operational support for B2C and global communication areas, managing services across 60+ countries in all continents.

- Act as the primary point of contact (SPOC) for key market stakeholders, handling escalations, delivering periodic reports, and aligning expectations to ensure customer satisfaction.

- Drive continuous service improvement by implementing automation solutions, reducing support costs, and optimizing performance for end users.

- Define and monitor critical KPIs including SLA, SLO, aged incidents, MTTR, and NPS to maintain high service standards.

- Enhance Mean Time to Resolution (MTTR) and boost Net Promoter Score (NPS) by applying customer-centric principles and improving support strategies.

- Oversee support for complex solutions involving multiple systems (Salesforce, AWS, SAP, Adobe, Twilio, azure, ...), ensuring timely responses and resolutions.

- Provide functional advice and training for new market onboarding, ensuring smooth transitions and service continuity.

- Manage vendor service quality, establish effective reporting mechanisms, and maintain clear communication with internal stakeholders.

- Lead production support onboarding for new teams, ensuring operational readiness and process alignment.


Key Achievements:

- Reduced incident resolution time by 30% through proactive issue management and automation.
- Improved NPS in 40 pp by implementing feedback loops and customer-first support practices.

Senior Service Delivery Manager

Retail Consult

- Led the Service Management practice, standardizing the SDM processes by developing a customized way of working based on ITIL 4.

- Established a Shared Services structure to provide centralized support for multiple clients, improving efficiency and cost management.

- Managed B2B customer relationships across EMEA and Asia, overseeing account revenue, margins, and customer satisfaction.

- Lead pre-sales efforts for new support accounts, estimating effort and cost, preparing SOWs, and presenting tailored service solutions to potential clients.

- Supervised end-to-end support operations, ensuring incidents, requests, and problems were effectively handled via ITSM tools like ServiceNow.

- Developed and maintained service reports, monitoring KPIs such as SLAs, MTTR, and NPS, and delivering insights to clients.


Key Achievements:

Increased client satisfaction by 25% through enhanced service procedures and KPI management.
Successfully onboarded multiple large-scale clients, ensuring seamless transitions to support.
Implemented a centralized support model for retail and supply chain clients, optimizing operations and reducing downtime.

Head of Service Delivery Management

- Managed a high-profile support account for a major British e-commerce retailer, ensuring a smooth transition from project to support phases.

 Supported testing and post-go-live stabilization, producing detailed service procedures and runbooks.

- Regularly discussed SLAs and generated periodic reports to monitor and optimize KPIs.

- Played a critical role in establishing a Shared Services structure, centralizing support for retail and supply chain clients.

- Collaborated with client stakeholders to ensure service alignment and continuous improvement.


Key Achievements:

- Reduced post-go-live issues by 30% through effective knowledge transfer and documentation.

- Improved operational efficiency for retail clients through centralized support and proactive problem management.

Logic Information Systems

- Established a Shared Services support structure to manage multiple retail clients, streamlining operations and reducing costs.

- Managed the pre-sales process for B2B support accounts, estimating costs, preparing SOWs, and presenting service proposals.

- Provided Oracle Retail support to a travel retail client across Brazil and Italy, focusing on merchandise, fiscal, and planning modules.

- Led a 14-member support team, across Brazil and Portugal, ensuring high-quality service delivery.

- Played a pivotal role in migrating the ITSM tool from Redmine to ServiceNow, improving incident handling and reporting.

- Presented weekly progress indicators to the account manager, showcasing account evolution and service improvements.


Key Achievements:

- Improved client satisfaction by reducing incidents by 15% through process improvements.
- Migrated ITSM tool to ServiceNow, streamlining incident and knowledge management.
- Implemented a support structure for large retail clients, ensuring scalable and efficient service.

Senior Service Manager

- Managed Oracle Retail support transitions, setting up initial support processes and defining team sizes and scopes.

- Established initial knowledge bases and managed the first six months of support for new accounts.

- Played a key role in establishing centralized support processes for multiple retail clients.



Key Achievements:

- Ensured smooth service transitions for multiple Oracle Retail clients.
- Enhanced support scalability through the implementation of centralized knowledge management.

Service Transition Manager

- Delivery Manager for Oracle Retail support and development for Latin America's largest e-commerce company.

- Supported ORMS and ORFM modules, developing enhancements to meet the growing demand in a dynamic market.

- Contributed to the development of a Shared Services support model to handle multiple retail accounts efficiently.


Key Achievements:

- Successfully developed improvements that absorbed a 40% increase in system usage.
- Streamlined support operations for large retail clients, ensuring continuous service improvement.

Service Manager

Wipro Technologies

Three years of experience in Application Support and Maintenance. Experience with management, support, development, and Maintenance of Oracle Retail. I participated in a project supporting Brazil's most prominent e-commerce retailer.

Oracle Retail Senior Consultant

I Help IT Company Leaders Transform Their LinkedIn Profiles into Client Magnets | 7 x LinkedIn Top Voice

I am an accomplished Senior Service Delivery Manager with a strong track record in IT operations management and vendor management. With years of experience leading large, cross-functional teams in the delivery of high-quality IT services, I specialize in optimizing service operations and enhancing vendor relationships to consistently meet and exceed SLA and KPI targets.

In my career, I’ve successfully overseen global IT operations, managing multi-vendor environments and ensuring seamless integration across multiple platforms such as Oracle, Salesforce, and AWS. My expertise in vendor management has been instrumental in negotiating service contracts, driving performance improvements, and implementing cost-saving initiatives through automation and streamlined processes.

A key focus of my work has been aligning service delivery with customer-centric metrics such as Net Promoter Score (NPS) and Mean Time to Resolution (MTTR), ensuring that both operational efficiency and customer satisfaction are prioritized. I have led the development and implementation of ITIL and ISO 20000 service management practices, driving operational excellence and boosting team productivity.

With extensive experience managing global service operations and large teams across multiple regions, I excel in high-stakes environments that require quick decision-making and a focus on results. My ability to deliver consistent service quality, while maintaining strong vendor partnerships, makes me a valuable asset in any organization looking to optimize its IT service delivery.

Fabio Sausen

I am an expert Researcher: biography, companies, industries, real estate, foundations, economic/financial research, secondary and primary market research, qualitative and quantitative analysis, marketing intelligence, comparative research information sources/vendors, research product development, and developing, planning, and implementing strategy, etc. Moreover, in my work experiences of 30 years, I completed over 2,500 research reports, etc. on a variety of these topics. Lastly, I have enjoyed leading small, highly knowledgeable teams.

In my research career at Penn, I was a part of the two largest fundraising campaigns in the University's history: Making History and the Power of Penn, which raised in total over $10 billion. Moreover, my research work over the years at the University has focused on domestic and international, Penn Athletics, the Morris Arboretum, the School of Engineering & Applied Science, the School of Social Policy & Practice, the Annenberg Center, Principal Gifts, Penn Libraries, and Penn Veterinary Medicine.  I served as the point researcher for Penn Vet’s Ryan Veterinary Hospital for 10 years.

My work career also includes the business experience trinity (1996 - 2003): start-up company (weather forecasting applications for business, the consumer, investment research, energy trading, etc.; Director of Marketing Research; annual sales tripled; Strategic Weather Services, Inc., now Planalytics, Inc.); consulting company (consumer satisfaction and executive leadership research for the Fortune 500 utility/energy industry; Project Administrator; Working Data Group, Inc.); and direct turnaround of a then 34-year old, Philadelphia, PA manufacturing company (scientific grade light measurement instrumentation; 60 percent international markets; marketed a new UVC/germicidal detector for waste water treatment systems that was named to the Top 20 (#19) New Products of the Year for 2002 by Water Quality Products Magazine; Assistant to the President for Sales & Marketing; annual sales almost doubled; Solar Light, Inc.). Prior to this, I was a Member of the 1st Development Research Department in the history of Drexel University. I served for six years (1990 - 1996), starting as Development Research Assistant and eventually serving as Director of Development Research. 

I am interested in start-ups, manufacturing companies, direct investing/consulting/advisory board membership, economic/sustainable development, consumer/community/small business banking, real estate, small business, historic preservation, history, and higher education.

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Fabio Sausen

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