Assistant Director of IT Services, Infrastructure, Operations, Service Delivery and Strategy

University of Essex

Key Responsibilities:
Determine the future strategy for IT services, creation of the 'Target Operating Model' (Roadmap)
for infrastructure renewal and Service Management, including new Service Desk
software.
Extensive Project Management (both Agile, Dev Ops and Waterfall based), including
infrastructure, Data Centre Co-Location (PaaS), process introduction, service
management (ITIL) introduction, and document management projects.
Manging the server infrastructure replacement project, including both physical and
virtual, housed in 3 Data Centres across 3 campuses (Colchester, Southend and
Loughton) and the university's 'High Performance Computing' facility (HPC), used for
academic and post graduate research purposes.
Management of Infrastructure and related projects, including Cloud Storage
technologies and the university's Networks.
Replacement of legacy systems / desktop services (e.g. Windows 7) with new Windows
10 / Box / Skype / Slack.
Engagement and negotiation with the University's operating board to achieve an
outcome which is 'fit for purpose', and within budgetary scope.
The university's network infrastructure ensuring connectivity across the 3 campuses
and for remote access by some 2,500 professional and academic staff plus 16,500
students, both 'on campus' and engaged in remote learning.
Software Licensing and license renewals, Sharepoint migration, 'on premise' MS
outlook to Office 365 (Cloud).
Planning and administration of budgets for the projects and Business as Usual
activity.
Management of approximately 30 staff, including:
Network Managers and Technicians
Cloud specialists
High Performance Computing manager and technicians
Backup specialist
Server administration managers
Information / Cyber Security specialists

Head of IT Strategy, Technology, Service Delivery, Vendor Management and Software Licensing

HMRC (Her Majesty's Revenue and Customs)

Key Responsibilities: Following the ending of the 10 year 'Aspire' support contract with CapGemini,
HMRC now has to take ownership and insource of its own IT services, infrastructure,
applications, processes and working procedures within IT, in a highly regulated
'Government' based model and comply with the Government Digital Service (GDS)
Data Centre refresh and renewal strategy.
HMRC has to manage its own suppliers, including its previous managing vendor, CapGemini in
transitioning to new and existing 3rd party suppliers
To provide a strategic transformational service roadmap and design for the Service Management,
Service Desk and supplier management functions based on the ITIL framework.
Implementation of the Government's 'Digital', web based services and integrating with other
central Government departments.
Management and review of software licensing and renewals.
To implement new Service Desk / Management tooling (Axios Assyst) and manage the introduction of
this tooling in replacing the existing SM system (Remedy)
To recommend new software solutions for (e.g.) document management, Office365 / Skype, Azure
(cloud) technologies and overall configuration management.
The management and mitigation of Risk in the Service Operations area.
Evaluation of central legacy systems and provide strategic path for new infrastructure, cloud
technologies and end user / desktop services.

Working in collaboration with DWP Digital staff in the area of configuration and asset management,
with an emphasis on software / application licensing and ownership

Head of Technology, Operations and Infrastructure, Interim

University of Cumbria

Key Responsibilities: To carry out an initial review of the university's infrastructure, service
management, service desk, processes and capability for the 3 year future plan.
Review of the Service Desk tooling (Richmond Software)
Infrastructure, network and telephony management across multiple campus's.
MS365 implementation, Transition of the internal (intranet) CMS system (Contensis) to Sharepoint,
IAAS, MS Azure Cloud, migration of all staff and student data from 'on premise'
data centres to the MS Azure cloud.
Consolidation of data to be held within the MS Azure cloud.
Responsible for Service Delivery and Technology as a whole for the University.
Review the current staffing (3 x teams) for infra, end user computing and
technical development.
Operational management of the infrastructure and front office teams.
Managing and progressing the 18 month rolling project plan, and expedition of critical projects,
using DevOps / Agile Methodology
Member of the University planning and steering group / committees.
Future budget forecasting and continuous improvement of service.
Senior stakeholder engagement.
Development of University policies.
Migration of shared drive areas to 'OneDrive'
Vendor / supplier / Contract management
Internal and external liaison at senior level
Future strategy, on premise to cloud migration assessment.

Head of IT Operations, Service Management and Technology (Interim)

Wiggle Ltd

Key Responsibilities: Wiggle is a fast paced Ecommerce retailer (500 + employees), specialising in
Cycling, Running and Swimming (the triathlon sports), wholly dependent on
technology for their global presence, my responsibilities in this company
include:
To carry out an in depth review of the entire IT operation, including operations, infrastructure,
service desk and processes.
Review the performance of the Service Desk (Sysaid) and upgrade to latest
software.
Review the security policy and strategy, including the PCI environment and its
compliance.
Operational management of the IT function and it's staff
Consolidation of the existing Data Centre facilities and where appropriate
migrate data to AWS cloud services (SaaS)
Re-engineering of the existing service design.
Major projects, including move to Office 365, migration to OneDrive and Sharepoint, to provide a
new desktop environment. Infrastructure refresh.
Re-emphasising / refreshing the ITIL philosophy within the IT areas.
Supply Chain management (JDA / Red Prairie)
Transition / transformation of all new processes into the live (BAU) environment.
3rd party vendor management, both operationally and commercially.
Short - Mid term infrastructure renewal strategy (in effect the roadmap) for mid - term growth,
including AWS and Microsoft Azure cloud technologies.
Infrastructure (including refresh) and applications support (utilising 'Agile' /
'DevOps'methodology), Web Commerce and mobile technologies.
Delivery of an ongoing program of renewal for end of service life (EOSL) for infrastructure and
applications.
Ensuring integrity of CMDB (asset register) of all hardware and software CI's in the Wiggle
estate.
Budget management, both for OPEX and CAPEX.
Management and definition of risk to the organisation.
Maintaining a viable disaster recovery solution, aligned with the overall BCP strategy.
Service Catalogue creation.
Responsibility for vendor / supplier management, contract negotiation and renewals, operational
relationships with vendors for infrastructure and facilities support.
Regular engagement with business stakeholders (to Board Level) to report on, and improve the
delivery of service.
Engagement with program and project managers to ensure transition of new systems and services into
BAU.

Transition Manager (outsourced managed services)

TechMahindra / ThyssenKrupp / Ahlstrom

Key Responsibilities: Managing transition, relocation and transformation of service, data centre
(infrastructure) relocations and consolidations to TechMahindra co-hosted data
centres and the TechMahindra cloud services
Application support and development contracts, service assessments and
re-engineering. Take overs of Service Desks and all service management
offerings - value of contracts from €25 - €750 million.
Negotiating the SLA's and relevant KPI's for German, Finnish, Swiss,
Liechtenstein and Netherlands business units.
Production of service catalogue(s), and CMDB ((Configuration management Data
Base(s))
Overall management of the Transition to Support activities of TechMahindra
from ThyssenKrupp and Ahlstrom (Germany and Finland).
Customer engagement at a high level, Continuous improvement of service.
Transition, Transformation and re-engineering of Service Processes for 2 German
and Finnish Engineering Groups to an 'Off-Shore' cloud support model.

Transition Project Manager

Bombardier Transportation GMbH

Key Responsibilities: Managing transition / relocation of services, (IaaS) and applications
(including SAP) to new vendor (TCS) / data centre, 'onshore and offshore'
vendors, management of vendors / suppliers, applications and infrastructure.
Utilising Service now / Service now Express.
Stakeholder engagement and management of expectations.
Management / integration of the interim Service Catalogue into permanent.
Implementing processes to enable the new service to be introduced into BAU.
Ensuring all new processes and documentation are 'fit for purpose'
Implementing 'Business as Usual' / Service Management processes based on the
ITIL V3 framework.
Integration into the Remedy Suite / Atrium (CMDB)
Producing and introducing SLA's and OLA's for joint 3rd party vendors.

Global Portfolio Manager - renewed x 7

BP PLC

Key Responsibilities: Managing a portfolio of 100 + business critical and key global business
applications and their associated infrastructure to a global user base across a
wide range of technologies to ITIL standards.
Management and Maintenance of the Service Catalogue for Global BP.
Budget (Opex and Capex) Management via in depth use of SAP 'financials'
Managing / running Continuous Improvement for the portfolio.
Vendor / Supplier Management (e.g. Wipro, TCS, HP, IBM)
Transition Project Management of Applications / Infrastructure into BP Data
Centres and its associated knowledge transfer to BP's incumbent support
vendors, Transition in to 'Live' (BAU)
Software Licensing, Management and Regulation
Representation on Change Boards
SLA and KPI Monitoring and Management
Management of 5 x 3rd party vendor organisations, both 'on & off shore' teams (20 + Direct /
Indirect Reports)
Stakeholder engagement with various segment heads within the business and with IT&S Managers.
Capacity planning for the portfolio.
Configuration (CMDB) Management (BMC Atrium)
Manage all activities relating to the applications and infrastructure, including:
Management of Changes and Releases, Upgrades, Incident and Problem Management,
Service Requests, Ensure Business Requirements are met, Continuous Improvement,
Full Development and Service Lifecycle, Governance and Risk, Major Incident
Management including RCA's and CAR's
Utilisation of Remedy 7.5, Incident, Problem, Release and Change Management
SAP integration with other 'financials' (Forecast and Spend)
BP Internet AND Intranet / MS Sharepoint and Lync technologies
Responsible for the Security of the portfolio of applications, and for Sarbanes
Oxley (SOX) Compliance.
Contract Renewal and Budget Management
Setting Objectives to 'Onshore and Offshore Support Teams
Business continuity planning and implementation, including DR provision.
Manage and Motivate teams of 3rd party support staff.
Manage business expectations with Key Business Stakeholders

Project Manager

IBM Global Services UK Ltd

Data Centre Manager - renewed x 3

Nationwide / Portman Building Society

Data Centre Manager (EMEA)

Tyco Healthcare Ltd

Global Applications Service Delivery Manager

BP PLC

Service Delivery Manager

Astech Consultants

Incorporating ITIL Implementation to Retail Clients

Project Manager - ITIL Implementation

Specsavers Optical Group

Operations / Data Centre Manager

Debenhams PLC

Head of IT Strategy, Technology, Service Delivery, Vendor Management and Software Licensing, Head of Technology, Operations and Infrastructure, Interim, Head of IT Operations, Service Management and Technology (Interim)

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