HSBC

Providing global leadership of HSBC's IT Change Enablement function. I'm accountable for defining and governing common Group Policy to ensure Technology changes are delivered safely, through globally consistent, best of breed change management processes.

Director, Global IT Change Enablement

Providing global leadership of HSBC's Incident Management function. I'm accountable for defining and governing common Group Policy to ensure service incidents are resolved as quickly as possible through globally consistent, best of breed incident management processes.

Director, Global Incident Management

O2 (Telefónica UK)

Accountable for the overall service performance of O2 Operations, leading a team of 220 people consisting of Incident, Problem, Change and Configuration Management; internal and corporate Service Desks; reporting and data governance functions; and specialist technical resolution teams,

Head of Service Operations

Accountable for 320,000 Incident Records a year across the O2 consumer base, from Critical to single user faults. My team of 40 people orchestrated the resolution, communication and review of major incidents; made sure all other incidents hit their performance targets; and used data-driven insight to improve our processes, tooling, and reporting.

Head of Incident Management

As Incident Management process owner, I was accountable for governing the performance of  over 1,600 support users who create and manage 350,000 Incident Records a year. I had two main focus points. Firstly to identify and fix underlying process, system and reporting issues to drive SLA performance. Secondly, as key stakeholder in a Lean 6 Sigma-based redesign programme to ensure the process underpinned contracts with major commercial and government customers.

Incident Management Process Owner

With my talented team, I led a 24x7 Service Experience Management Centre. The SEMC used innovative, award-winning technology to see the actual experiences customers were having, not just how infrastructure was performing. That meant we could monitor, diagnose, investigate and fix issues on consumer services like 4G, MyO2, and Priority. We also supported corporate data services for enterprise customers, as well as Emergency Services and councils across the UK.

Head of the Service Experience Management Centre

I delivered operating model changes to create a new functional area; the Service Experience team. Its three key roles were to; 
•	Monitor the end to end experience and manage incidents for O2’s digital services.
•	Run Problem investigations for Major Service Failures and underlying fault trends.
•	Produce Service Performance reporting and exploit case data to drive service improvement.

Service Experience Manager

I built from scratch a team of 8 skilled Problem Managers to run Post Incident Reviews on O2’s Major Service Failures. These got to the heart what went wrong and why, recommended ways to stop them happening again, and then made sure those things got done. Using clear language and a collaborative but approach, we helped deliver millions more hours of 'up-time' to our internal and external customers across multiple services and technology. And as Head of Problem Management I ran the PIRs for three of the highest severity service outages in O2's history.

Head of Problem Management

I managed a team of ten who dealt with 33,000 RFCs per year across O2’s cellular, IT, and broadband networks. I improved the function and its process to the point where our key metrics were rated World Class against industry benchmarks.

Head of Change Management

Computer Sciences Corporation (CSC)

I managed global team of 25 deploying the Service Model Toolset to new client accounts across EMEA, North America, Asia-Pacific and Australia regions.

Head of Global Deployment for Service Model toolset

I managed a 15-strong UK team of Capacity, Change, & Test Managers, which then grew to include off-shore testers in Hyderabad, India.

EMEA Service Assurance Manager for Service Model toolset

I put in place ITIL support & delivery best practice. Customers were UK, Europe and Montreal Helpdesk Centres, with users from CSC and client accounts, and Service Delivery Directors for those accounts.

Service Delivery Manager

Transferred as part of an IT outsourcing agreement between the Royal Mail Group (RMG) and CSC. I put in place a Service Restoration team for CSC’s RMG account, then worked as part of it. This team managed the resolution and Root Cause Analysis of all High Severity Incidents and SLA breaches.

Service Restoration Manager

Royal Mail IT Systems

I was accountable for delivery of production services to SLA and cost targets for, amongst others, Sales & Customer Services. It had 24 UK Contact Centres, with a £50m production services budget.

WHSmith

•	Delivered departmental sales increases of 38% against previous year and 26% against target.
•	Carried out a nationwide book range review, increasing availability by 35% and sales by 64%.
•	Deployed a staff scheduling IT system into 10 flagship UK stores, training manager teams in its use.

Customer Service Manager

A strong operational people leader, equally at home with strategy as I am under pressure in high-stakes situations. I love data, process, and a good graph.

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