A reliable and proficient Service Delivery Manager, with over 20+ years IT experience, comfortable in either highly structured or more fluid environments. Focused and dedicated to quality of delivery, tracking of tasks, with excellent stakeholder management skills and ability to communicate appropriate information, concisely and accurately.
The Primary responsibility was to assist with the Infrastructure compute transformation project to a Managed Service provider. My role was to coordinate, plan and provide governance on the risks, incident/major incident, and problem process with both onsite and offshore managed services, so that both from an operational and project office moves perspective the approach was per the Global Model was conducted in a consistent way. Responsibilities also included reducing the high number of incidents/service requests raised, and review problems logged, by prioritizing the Incidents, Problems/Known Errors to plan, implement and coordinate small to medium projects to transition back into production. • Manage and coordinate prioritized Incidents Problems/Known Errors to, plan and implement by the Managed services team engineers. Projects include, F5 Load balancer, service improvements, CMDB using GSM, Patches on server. Jumpstart environments • Ensure acceptance of deliverables from the project sponsor and stakeholders • Monitor and coordinate with 3rd party end to end transformation plans, and provide governance on the Major Incidents process outlining the stakeholder communication • Set-up policies for the managed services teams as per contract agreement to adhere to so that the process is followed in a consistent manner • Delivered the major incident/Recovery Manager and problem management process for the multiple PepsiCo brands • Reduced the number of incidents and problems logged, and assist the Service desk and 2nd line operational teams to review the Knowledge database and its articles to increase a 1st time fix to meet operational service of 90% SLA, 99.5% availability • Identify commonality of incidents in-order to reduce the number of incidents raised within the Infrastructure/ project and BAU processes, allowing the business stakeholders to focus on the important issues to work on. • Work closely with the various functional areas in managing and understanding the cross functional requirements • Liaise with technical and non-technical team members to address project related questions, issues, and risks. • Conduct walk-throughs / status meetings with project team members and business leads
I was brought in to deliver governance on the incident/major incident process on the INTACT project working alongside the project teams from an operational and small project team perspective. To reduce the number of risks, issues and incidents raised and review problems logged to prioritize the operational incidents, Defects/Known Errors to design, plan, implement and coordinate small to medium projects to transition back into production. • Maintain and coordinate plans to deliver resolutions on the Major Incident process outlining the communication/escalation and stakeholder process • Set-up policies for the managed services team to adhere to so that the process is followed in a consistent manner • Perform the end to end coordination, plan, design, and delivery for the multiple FCA brands • Reduce the number of incidents and problems logged, and assist the Service desk and 2nd line operational teams to review the Knowledge database and its articles to increase a 1st time fix to meet operational service of 95% SLA, 99.5% availability • Identify commonality of issues raised in-order to reduce the number of incidents within the INTACT project and BAU processes, allowing the business stakeholders to focus on the important issues to work on. • Communicate both verbally and written on Problem Management data & metrics, and highlight demand reduction. • Manage and coordinate prioritized Incidents Defects/Known Errors to, plan and add to the release agenda to resolve. Whilst conforming to the agile methodology adopted by the Project team engineers. • In conjunction with the operational & project teams, conduct formal reviews and communicate to Project SLM’s & senior leadership Stakeholders where progress was being made to identify learning’s and improvements. • Apply best practice where applicable such as ITIL to resolving issues effectively. • Service Manage the Payment System Regulatory (PSR) from a service perspective.
The Primary responsibility was to set up and design the incident/major incident process so that both from an operational and 3rd line perspective we approach incident/problem resolution in a consistent way. To reduce the number of incidents and problems logged and review the operational 2nd line Technical Debt (Defects/Known Errors) to design, plan, implement and coordinate small to medium projects to transition back into production using agile methodology. • Design and define the Major Incident process outlining the coordination, communication/escalation and stakeholder process • Perform the major incident and problem management process for the multiple TP brands • Reduce the number of incidents and problems logged, and assist the Service desk and 2nd line operational teams to review the Knowledge database and its articles to increase a 1st time fix • Communicate both verbally and written on Problem Management data & metrics • I Managed and coordinated the technical debt (Defects/Known Errors) to prioritize, plan and add to the release agenda to resolve. Whilst conforming to the agile methodology adopted by the 3rd line engineers, consisting of a team of 5 • In conjunction with major incident management, conduct formal reviews and communicate to Project SLM’s & Senior leadership Stakeholders where progress on problem management and major incidents was being made to identify learning’s and improvements • MS Visio – used tool to design flow diagrams of the incident process from start to finish describing the various flows of the incident life-cycle. • I was part of a team of 3 people to introduce both problem management and incident management using itil processes.
The primary responsibility in conjunction with incident management and change management was to reduce the number of open problems and recurring incidents to minimize the impact of both the website sales (Argos sales - 1.7 billion) and to ensure customer experience was protected. • Perform the Problem Management process for Argos.co.uk, Homebase.co.uk, ArgosIE.co.uk, Mobile (iPad & iPhone) and Reward box (Hive) which represents 50% of total sales • In collaboration with Multi-Channel and Service management, I defined the local problem management process for eCommerce. • Reduced the number of open problems by 30%, and improving the customer experience by reducing the number of operational workarounds • Actively managed the on-going problem investigations when the underlying cause was not clearly identified and when it required meetings with various team representatives to begin the process of elimination. • In conjunction with major incident management, conduct formal reviews and communicate to Project SLM’s & Senior leadership Stakeholders where progress on problem management and major incidents was being made to identify learning’s and improvements • Communicate both verbally and written on Problem Management data & metrics • I conducted regular meetings on both Incident management and RCA to ensure lessons learnt were documented and shared appropriately with relevant stakeholders
Main accountability was to manage the HRG infrastructure teams to deliver consistent service to both internal & external customers. Part of reducing cost was assisting with introducing on-shore/off-shore support to improve the incident and change management process to deliver an efficient first time fix rate. In parallel assisted as part of the support team to introduce Wi-Fi/iPads to HRG. Main accountability was to transition these projects into support and manage the support resources. Tasks included - putting a plan together to co-ordinate the set of tasks required to finalise the part of the project to completion. I was responsible for setting a plan, plan resources, manage the budget and then liaise both with technical and senior management to ensure that each team were fully aware and at what stage we were. This also included managing and escalating risks, on-the-day plans and where necessary on-the night plans. • Managed operational infrastructure support teams which included (Server Management, Network Support, Desktop/Mac Support and Argos/Homebase • Store Infrastructure), by reducing the incident count by 30% • Managed the implementation of minor enhancements and product upgrades with multiple suppliers to deliver a first class infrastructure support service across multiple platforms • Maintained support for the Group security tools, using third party off-shore resources as per negotiated SLA’s • Successful delivery of multiple cross-functional projects involving diversity of infrastructure applications; to time and to budget. These included – Patching, refresh, introducing iPhones/Tablets, lan refreshes etc… • Management of infrastructure budget accountability of £500,000 • Ensured business process improvements were delivered on a continuous basis using third party off-shore companies and internal resources. • Managed Infrastructure team of 15 people on-site and multiple suppliers, conducting performance management and monthly service reviews for continual SIP’s
I was accountable for the 2nd line eCommerce support teams, to deliver support and Peak to the main Argos.co.uk, Homebase.co.uk, ArgosIE.co.uk and Reward box (hive.co.uk) websites. • Managed Argos.co.uk, Homebase.co.uk and Argos.ie to deliver operational service of 95% SLA, 99.95% availability in addition to service requests • Delivered & coordinated project enhancements and new functional requirements to all websites and transitioning back into production • Managed eCommerce team of 8 people on-shore and 6 off-site overseeing supports and development and transition into production. • Managed on-shore/off-shore external suppliers with budget accountability of £700k • Managed support of website applications through Peak 2008 • Follow service management/operations process and work with business and SDM, and IT stakeholders. Also attend CAB and Peak meetings
I was responsible for the 2nd line application teams, to deliver support to both internal and external customers. In addition to this, liaised with 3rd party off-shore teams to ensure the service was maintained, transitioned and delivered consistently. • Managed the support areas for 640 Argos Stores, 4 Contact Centre applications & Group Finance/PC related applications. Managing system changes and improvements for the business to trade. All of this included 750 Argos stores nationwide and 3 contact centres. • Managed the implementation of minor enhancements, product upgrades with multiple suppliers, delivering a first class application support service across multiple platforms. • Managed and delivered support for the Stores Electronic Gift Card (EGC) system using third party offshore resource and liaising with third party off-shore suppliers. • Managed Application team of 7 people on-shore and 8 people off-shore (supplier), conducting performance management, mentoring and monthly 1:1 meetings • Follow service management/operations process and work with business and SDM, and IT stakeholders. Also attend CAB and Peak meetings
Part of the 2nd line application team to support the Visual Basic (VB) applications for the business to ensure the applications were available 24x7 • Liaised with project managers to ensure smooth handover of completed projects into production. • Part of project team to deliver enhancements, new bespoke applications using Visual Basic & VB .Net • Daily support and delivery of projects in different stages of the project life cycle. • Built and supported all environments and projects on a Wintel & UNIX platform. • Provided 24x7 on-Call Support for all PC Applications for Merchandise