Nigel Hunter-cowton Guildford, Surrey

Company Name

Computacenter

Position Held

Manager/Operational Readiness Manager

Dates

0000 - Present

Details

Hunter-Cowton Limited Computacenter - Implementation Manager/Operational Readiness Manager September 2014 - February 2015 Issue : Computacenter required experienced Remedy ITSM Implementation Managers to assist in the migration of their external customers from their old to their new Remedy platform. Approach : Successfully migrated the first 4 external customers to time, quality and budget Managed Stakeholder expectations to effectively run and exit HyperCare by meeting agreed exit criteria and move the 4 customers into business as usual support Facilitated Lessons Learned workshops, captured Lessons Learned and applied them to future plans Reviewed and updated overall project plan to confirm resource requirements and identify pinch-points, then worked with other Implementation Managers and Project Lead to remove pinch-points. Reviewed outstanding deliverables against requirements and priority of future customers to enable Group IS to plan and resource the design, build and test phases of the required deliverables. Mentored project office to assist with the embedding of project governance processes, monitoring and reporting Acted as a best practice evangelist and mentored the programme team to work together effectively Utilised my experience and fLexibility in providing short term cover for various roles, in particular driving the discovery forward. Reviewed and improved the project Risk Management processes and procedures to provide clearly identified risks and mitigation recommendations for presentation to Programme Steering Board. Reviewed and streamlined project Change Management process to remove duplication and reduce turnaround from an average of 6 weeks to 10 days. Outcome : First 4 external customers successfully migrated to the new Remedy ITSM platform with minimum disruption to the internal teams and customers. Prioritised deliverables list for Group IS to enable future customers to be migrated

Company Name

Transport for

Position Held

Change Consultant

Dates

0000 - Present

Details

Clear governance processes, monitoring and reporting in place for the programme. Transport for London Bus Directorate - Organisation Change Consultant March 2014 - August 2014 Issue : The Technical Services Operations team were about to start a restructuring project and required external consultancy and advice to define and deliver the optimum benefits from the restructuring of the team. Including : Advising on the business change required Rationalisation and evaluation of Job Descriptions and the benefits realisation strategy and plan. Approach : Worked with Senior Management to identify the business drivers that were responsible for starting this re-structure and the benefits they wished to deliver ProDuced a strategy and plan to manage the delivery of the team restructure ProDuced and managed Risk register which was used in discussions with Unions as part of consultation process. Reviewed and updated Job Descriptions to align with the new team structure and aligned objectives to the benefits realisation plan IntroDuced 1 : 1 team leader meetings to review and resolve any issues as they arose Mentored team leaders and team management to enable open discussions on cross team issues Ran Benefits Realisation workshops to explain rationale of the restructure and gain input into what changes the team members felt needed to happen Gained commitment from all parties to the benefits realisation strategy and plan Ensured all documentation for displaced team members was accurate and correct before being issued As a result of this work was also asked to assist other teams within the Bus directorate with their thinking before launching team restructures. Outcome : The reorganisation, including 26% down-sizing of the department, has taken place with the minimum disruption and the remaining staff have a clear understanding of the cultural change that needs to take place moving forward and the plan to achieve this change.

Company Name

Transport for

Position Held

Implementation Project Manager

Dates

0000 - Present

Details

Transport for London - Implementation Project Manager June 2011 - December 2013 Issue : The IM Service Management tool Remedy v7.1 was very heavily customised and about to go out of support a project had been initiated to perform a technical upgrade to Remedy v7.6 , and reduce the level of customisation. An experienced Remedy consultant/project manager was needed to shape the plan and control the project. Approach : Reviewed the original plan and re-defined the plan using both internal and external resources, to deliver the upgrade Identified the process and foundation data changes required and managed business change required to move from old to new processes and data Implemented a Business Services Catalogue Managed the migration of Configuration Management and Asset Management data from previous version of CMDB Worked with CMDB manager to identify CMDB future strategy, and aligning requirements of other processes and data users Provided guidance and support on data architecture, data analysis, and migration methoDology Consolidated Configuration Management and Asset Management information held in old CMDB, Excel and SCCM to provide one CMDB and implemented requisite processes to manage and maintain the data. Streamlined the Operational, ProDuct and Resolution categorisations used across multiple moDules Incident, Problem, Change and Release, and Asset and Configuration Management Reviewed number of SharePoint reports being used and reduced Reporting Catalogue from >250 reports to 150 reports Managed the development and testing of new SharePoint reports to ensure that all business requirements were met. Including scheduling of reports to ensure most up To TILL data was captured. Successfully managed both internal and external Stakeholder expectations and deliveries Redefined Service Request Portal to streamline number of Service request and improve speed of service to internal customers circa 26 ,000 users . Managed the implementation of new infrastructure required to deliver optimum solution performance. Outcome : Transport for London now has a supported IM Service Management Tool which is closer to an Out of the Box Solution and is seen by the users of the tool as a great improvement on the previous version. Issue : Some of the other business units required a Service Management Toolset and were going to implement their own, different, toolsets. Transport for London wished to reduce the number of applications being used. Approach : Defined the IM service offering for Remedy as a Service Worked with business units to define their transition to the IM Service Management Toolset Remedy v7.6.04 utilising multi-tenancy to segregate data Implemented Remedy as a Service to Customer Experience business unit in support of their Future Ticketing Platform initiative Mentored the Customer experience team to Define their CMDB and foundation data requirements be re-using the existing data where applicable and defining CMDB data extensions where appropriate Align their Incident, Problem and Change Management processes to ITIL best practice. At the same time minimising customisation to the toolset. Outcome : Transport for London are leveraging their investment in Remedy and reducing the number of service management toolsets in the organisation. Issue : Three business units were using a PCI-DSS compliant network and application as part of their business processes. The network was at end of life and the application no longer provided the business requirements. A £2.5million project had been initiated to replace the network and purchase new software to meet the business requirements of the 3 departments. Approach : Performed requirements analysis which identified that two of the three business units did not need full PAN numbers and therefore had no PCI-DSS compliance requirements Worked with the two business units to provide the relevant data without PAN numbers and moDify business processes. Worked with the third business unit to identify that the information required could be obtained direct from the merchant acquirers credit card companies removing the need for Transport for London to implement and maintain a PCI-DSS compliant solution. Decommissioned the existing PCI-DSS compliant network, servers and data including the secure destruction of all PCI-DSS controlled data. Responsible for Risk Management of project to ensure that TFL did not breach PCI-DSS compliance during the lifetime of the project. Outcome : Transport for London no longer require a PCI-DSS compliant solution removing the costs and associated data risks of holding in excess of 9 million credit card transaction on their infrastructure. It is estimated that this is saving in excess of £100k per annum. In addition the £2.5 million pound implementation project became a £87 ,000 decommissioning project.

Company Name

Managing Director

Dates

0000 - Present

Details

BSMimpact - Business Change Consultant November 2010 - May 2011 Issue : Following a perioD of rapid growth the company needed to standardise its approach to delivering their Consultancy offering. Approach : Worked with Managing Director to identify business challenges and opportunities to be exploited Extensive development of BSMimpacts Transformation Journey MoDel and supporting tool sets Redefined the consulting framework used to deliver to customers. Developed Statement of Work, Deliverables Definition, and Standard Programme Plan documents. Identified deliverable team and resource skills required to effectively deliver to customers. Outcome : BSMimpact now have a standard consultancy moDel which they can share with their prospects and customers, and a consistent approach to the scoping, costing and delivery of their assignments.

Company Name

ITIL based processes using a BMC ITSM

Dates

0000 - Present

Details

O2 - Service Management Transformation Programme Manager March 2010 - November 2010 Issue : The technology team had identified that they did not have the requisite skills to identify and scope the business change required to enable the successful implementation of ITIL based processes using a BMC ITSM v7.6 COTS solution to support the businesss Service Management needs. Approach : Confirmed Business Objectives and Benefits to be realised by Programme Audited current Service Management process maturity Agreed Service Management process maturity target Identified and functional and non-functional business requirements Built and implemented Stakeholder Management and Communications Plan Mentored stakeholders and project team to define business solution and identify best-fit technology and process Identified improvement opportunities, Target Operating MoDel, Process, and Cultural changes required to deliver a successful Programme Process Owners appointed for all Service Management processes Defined programme plan and mobilised programme team, including operational staff Ran As-Is and to Be workshops for service management processes Identified other dependent projects and aligned deliverables Proposed the utilisation of the fLedgling global Service Management Toolset rather than a home-grown solution Took a lead role in the global team to Understand current toolset capability ProDuce the roadmap for future toolset enhancements Identify gaps between current toolset and UK requirements Agree gap closure plans Define Data MoDel, CMDB strategy, and architecture Provide data analysis of current CMDBs across multiple regions of Telefonica Agree and implement global data and CMDB policies and governance Define organisation required to deliver solution and support the business Agreed solution to be implemented Built business case for agreed solution including Global alignment and funding Outcome : O2 UK business case clearly showed the global alignment and cost benefit of adapting and adopting the global toolset to deliver the UK business needs. Obtained the Global teams agreement and agreed the plan to enhance their solution to meet the UK business needs.

Company Name

Serco - BMC

Position Held

Transformation/Solutions Architect

Dates

0000 - Present

Details

Serco - BMC Transformation/Solutions Architect October 2009 - March 2010 Issue : Following several false starts and changes of in-house project team members Serco needed to rapidly implement ITIL processes using an Out of the box BMC ITSM v7.5 Service Management toolset to replace their existing, heavily customised, toolset and processes which no longer supported their business and customers needs. Approach : Identified Business Objectives and Benefits to be realised by Programme. Ran Benefits Realisation workshops ProDuced Benefits Matrix and quantified Benefits Realisation Plan Agreed change in scope and level of benefits to be delivered with Programme Board and Senior Stakeholders Developed and delivered Stakeholder Management and programme Communications strategy and plan Identified customer experience and business efficiency opportunities. Worked with external customers to identify their requirements from the programme Built agreed customer KPIs and Critical Success factoRs into programme deliverables Communicated with external customers on a regular basis to ensure that latest customer view was always available to the team Worked with Core Programme Team to define optimum ITIL Processes, Target Operating MoDel, cultural changes required. Ran As-Is and to Be process workshops Agreed optimum organisational moDel aligned to ITIL To-Be processes Defined interim and final target operating moDel with agreed tipping-points for transition Appointed business and operating department evangelists and provided mentoring and support Mobilised wider programme team, with core team members leading work streams. Defined consolidated Business, Process and Technology Programme Plan Instigated and managed multiple work-streams to deliver in a co-ordinated manner Mentored work-stream leads Managed multiple 3rd Party suppliers to deliver business requirements including, development, infrastructure and VOIP integration Re-engineered core business processes and service delivery organisation. Assigned Process Owners and Process Managers Ran Process workshops Defined and agreed implementation of processes in toolset Managed transition from As-Is to Interim organisation Defined and implemented new CMDB and developed Configuration Management, Incident Management and Change Management policies, processes and governance moDel Defined and implemented Customer Data on-boarding and maintenance policy, process and tools including CMDB strategy and architecture Data analysis of original CMDB data and development of migration methoDology to new CMDB data structure Definition of processes to manage updates to CMDB on an ongoing basis Defined Standard Service Catalogue and transition plan based on customer contract review timetable Streamlined service delivery resolver groups from >1 ,500 to 300 Negotiated with external customers to agree changes to working practices Developed and utilised BMC Blueprint methoDology Aligned methoDology to programme requirement Documented detailed process and backing documentation for methoDology steps ProDuced workshop presentations and outputs Outcome : Serco successfully implemented their desired business solution in line with their time, quality and cost targets. An agreed roll-out to their external customers enabled Serco to manage the customer expectation and business risk whilst ensuring that the business benefits were achieved as quickly as possible.

Company Name

HMRC Outsourced Supplier - Service Management Solutions

Position Held

Architect

Dates

0000 - Present

Details

HMRC Outsourced Supplier - Service Management Solutions Architect March 2009 - July 2009 Issue : The technology team had proDuced several iterations of the business case to implement the processes and tools required to support the business, but were unable to gain sign-off. Approach : Held Benefits Management workshops with all business and technology key stakeholders to identify and agree Business Objectives and Quantified Benefits. Identified business internal customer expectations that were not being met by current programme proposal Worked with programme team and business stakeholders to define and agree the optimum objectives and benefits that the programme could deliver Built new program charter around agreed objectives and benefits Identified links to relevant Processes and Functions, Business Redesign required, Applications impacted and Technical Infrastructure required. Identified quality requirements, shortfalls and improvement plans Overlaid Service Management Tools upgrade projects to qualify achievement of agreed Business Objectives and Quantified Benefits. Performed maturity assessment of existing Service Management processes. Recommended Process Improvements, Target Operating MoDel, Quality Management improvements and governance structure required Defined functional and organisational design required to support implementation and ongoing management of business. Reviewed and improved existing Continual Improvement policies, processes and governance Changed structure and membership of Programme Board Redefined and agreed business case with Programme Board and key stakeholders Outcome : The technology team were able to clearly articulate the deliverables, benefits and costs of the programme of work to the business and gain sign-off to the business case.

Company Name

MOD Outsourced Supplier - ISO/IEC 20000 Solutions

Position Held

Architect

Dates

0000 - Present

Details

MOD Outsourced Supplier - ISO/IEC 20000 Solutions Architect February 2009 - July 2009 Issue : The UK arm of the organisation needed to have a plan to obtain ISO/IEC 20000 certification as this was becoming a requirement in customer RFPs. However, the global organisation had imposed a target of implementing CMMI. The UK staff needed assistance in defining how they could achieve both deliverables with the limited resources available. Approach : Reviewed customers Statement of Requirements SORs . Identified areas where current service offerings did not meet SORs Recommended process and organisational changes needed to more closely align service offerings to customer requirements Defined Service Management Framework to be used to meet customers SoRs. Identified Customer Satisfaction measures and outlined Stakeholder approach required. Recommended quality and risk governance structure to be used. Reviewed global CMMI objectives, approach and timescales Demonstrated how ITIL, CMMI for Services and ISO/IEC 20000 can be used in combination to achieve improved quality and meet all the business requirements Performed a high-level review of the As-Is Processes and confirmed current CMMI level ProDuced an implementation plan to move to ITIL compliant processes and then achieve ISO/IEC 20000 certification and achieve global CMMI implementation targets. Defined teams required to deliver ISO/IEC 20000 Outcome : The organisation had a clear understanding of their current level of process maturity CMMI and conformance ISO/IEC 20000 and a clear plan to achieve the desired levels in a timescale and at a cost that would deliver both the UK and global requirements utilising the limited resource available.

Company Name

VoDafone UK limited

Position Held

Manager

Dates

0000 - Present

Details

VoDafone UK limited - Service Management Consultant/Programme Manager March 2007 - December 2008 Issue : VoDafone UK Technology had embarked on a programme of work to improve the quality of service delivered by the technology department to the UK business in support of their external clients. They now had a requirement for an individual to define the strategy and deliver the tactical solutions required to support the strategy. Approach : Worked with Senior Technology and Business leaders to define the Service Management strategy to enable the UK organisation to improve quality and efficiency. Identified Customer Experience measures and delivered process improvements which aided in the improvement of Customer Satisfaction scores. Worked with Account Managers to understand external customer expectations that could be met by new Service Management approach, including attendance at external customer meetings Worked with VoDafone project team working on BAA/Heathrow upgrade bid. Attended internal VoDafone meetings to discuss customer experience improvement initiatives Provided Solutions Architecture moDel with defined and measurable deliverables Delivered a portfolio of Service Management/Business Change Projects which improved quality, processes, IT systems and tools. ProDuced programme and project business cases Obtained business sign-off to programme and project business cases Managed multi-team in-house and outsourced staff to deliver tactical projects in line with overall strategy Ran Project and Programme Boards Managed and mitigated project and programme risks Provided management information to support effective and timely decision making Managed inter and intra programme dependencies Implemented a Service Contracting process and supporting tools to ensure that the Technology capability underpinned the external client offerings. Improved Change Management first time success rates and reduced customer down-time. Improved Incident Management time to resolution and reduced repeat incidents through effective Problem Management Reduced the involvement of Senior Management in Major Incident Management Improved communication and transparency of technology service levels and costs Reduced external costs by over 50% from £4m to £1.7m on outsourced Application Development and Maintenance project to implement applications. Outcomes : The technology department were able to clearly demonstrate their strategy and plans implement improvements to their service offerings and gain business support. The delivery of the programme to time, quality and cost enabled the technology department to increase their internal customer satisfaction rating from poor to gooD and , with the business, identify where the improvement of Customer Satisfaction scores were directly attributable to technology improvements.

Company Name

O2 Airwave Limited - ISO/IEC 20000 Solutions

Position Held

Architect

Dates

0000 - Present

Details

O2 Airwave Limited - ISO/IEC 20000 Solutions Architect November 2005 - March 2007 Issue : O2 Airwave had a contractual requirement to deliver ISO/IEC certification within 14 months. They also wished to transform their business from a secure telecoms network provider to a service provider. After several false starts they identified the need to engage a Service Management Solutions Architect to lead this important business change. Approach : Responsible for leading major business change within Airwave who provides secure communications to the blue light emergency services. Lead a 14 month programme which delivered company-wide ISO20000 certification in January 2007 including : Working with CEO and COO to define the business success outcomes Definition and delivery of implementation strategy and plan. Worked with Airwave and Ambulance Service the customer senior management to define customers objectives and measures of success Built customer experience targets and deliverables into the business change plan Held regular reviews with Ambulance Service to demonstrate progress and review objectives and measures for success Development of ISO/IEC 20000 Service Management processes from scratch Definition and delivery of new Target Operating MoDel to move organisation from a network service provider to a service organisation and achieve ISO/IEC 20000. Mentored Process Owners and Managers to implement business and organisational changes required. MoDified existing ISO9000 quality measurement and reporting to incorporate ISO/IEC 20000 quality and risk management requirements Implementation and facilitation of programme Steering Group and Process Owners Forum. Definition of communications, awareness and training delivery IntroDuction of CMMI Process Maturity MoDel and Six Sigma Continuous Service Improvement CSI plans. Management of the interdependencies between processes, data, systems and business intelligence work-streams. Managed 3rd Party providers to ensure that their processes aligned with Airwave processes to deliver an end to end solution. Implementation of BMC Remedy solution in line with process requirements, including integration with VOIP solution. Processes scripted within toolset to ensure adherence Operational and process reporting and CSI reviews implemented Leadership of other external expertise to expedite the required changes. Acting as solutions architect and mentor to the internal Airwave process owners and process analysts. Outcome : The successful achievement of ISO/IEC 20000 certification to time, quality and cost improved the external customer perception and avoided large penalty payments. CSI embedded within organisation which provided the foundation for future audits and re-certification.

Position Held

Senior Project Consultant

Dates

0000 - Present

Details

Hinckley Borough Council - Senior Project Consultant April 2005 - January 2006 Issue : The council had fallen behind with their programme of work to deliver the national e-government initiative and were in danger of losing government funding. Approach : Mentored CIO and front office team Facilitated workshops to define the strategy and implementation plan for the Councils Customer Contact Centre initiative Ran process review and redefinition workshops focused on improved customer experience and resource efficiency. Defined resource competency matrix for future organisation Defined programme plan and management structure Reviewed and proposed improvements to individual project plans. Outcome : The Council implemented the strategy to plans thus protecting grant investments and improving service to the public.

Company Name

Mercer Human Resource Consulting

Position Held

Manager

Dates

0000 - Present

Details

Mercer Human Resource Consulting - Workforce Services Manager/Global Remote Working ProDuct Manager/Business Continuity Manager 1997 - 2005 Workforce Services Manager Managed the UK Outsourced Service contracts using pragmatic adoption of ITIL principles to drive Service Improvements, improve quality of deliverables and reduce outsourcing costs Improved customer satisfaction ratings from 30% to 95% and reduced outsourcing costs by 10% . Defined the services to be offered by a global workforce services organisation as well as the sourcing strategy and Target Operating MoDel to deliver them. Defined the Mobile working strategy for the UK organisation. This was then adapted and adopted for other regions Defined role based profiles for mobile technology utilisation laptops, mobile phones, PDAs, BlackBerrys, Unified messaging Worked with VoDafone account manager to build corporate contract to deliver and support mobile technology Solution deployed was recognised by Microsoft as a best practice use of mobile applications Part of the core team which defined the services to be offered by a global workforce services organisation and sourcing strategy to deliver them. Service definition and sourcing strategy was based on the UK moDel. Worked with American colleagues to review cost and service moDel of IT in the USA. Help define the server consolidation, managed desktop and future support moDel for the region. Championed the adoption of ITIL best practices of Incident, Problem, Change and Service Level Management in the UK and globally. Implemented Asset Management processes to the Desktop fLeet PCs, printers and peripherals thus saving 51% of the Desktop lease budget. Undertook document output studies, which identified improved solutions and saved over £1.5m per annum. These studies have been repeated globally. Created a Project Office to institutionalise basic standards and best practice for project management. This increased the business buy-in and brought focus to the achievement of business benefits. Worked closely with the business, as a Client Manager, to bring additional benefits to the business from IT/IS. Also made costs more transparent to the business by presenting the IT budget in a clearer format. Managed development team responsible for the delivery of services to the Pensions Administration and Actuarial Practices. Managed Business Risk and Resiliency Team which ensured SOX compliance and Business Continuity of the organisation. Responsible for Desktop Refresh Project. The key objectives of this role were to support delivery of a desktop migration project on behalf of the business. Specifically, this covered : Defining and delivering Standard Desktop solutions Agreeing business roles and technology profiles Running a centralised app validation/deployment scheduling team, Management of data inputs/outputs, Ownership of data validation and scheduling toolsets, Management information, Responsibility for maintaining high supplier proDuctivity through meeting agreed targets. Global Remote Working ProDuct Manager Defined global remote working strategy to enable consultants to access Mercer systems and applications regardless of location. Identified by Microsoft as a leading edge implementation of remote working solutions. Sponsored the roll-out of Windows XP in the UK and a global VPN roll-out to improve remote working capabilities Laptop connections and Internet Outlook Access . Responsible for delivery and business benefits realisation for mercer.remote, the combination of infrastructure and support services required to enable Mercer staff to access systems from any location PDAs, Blackberries, GPRS/Edge cards . Defined Profiles which matched work-styles to technology offerings ProDuced Remote Working Guides and Pocketbooks Ensured globally consistent support moDels and service offerings ProDuced monthly reports on usage and business value Business Continuity Manager Named head of the FSA Controlled Function of Business Continuity and responsible for ensuring that BCP plans conformed to Sarbanes Oxley reporting requirements. Transformed IT Disaster Recovery into true Business Continuity including business and IT processes and functions. Implemented Training programmes for Local and National BCP Teams which in conjunction with the proDuction of effective plans, documentation, manuals and testing meant that when disasters have occurred the teams have worked swiftly and confidently resulting in minimum business down-time. Appointed Global Chair for BCP in Mercer Consulting Group as a result of the success in the UK. Acted as Project Sponsor for the implementation of a new Head Office building from the planning stage through to selection of appropriate infrastructure for business fit out. This included : Selecting the routing of Utilities into the building to ensure resilience Identifying and piloting solutions for Physical Access, Telephony Fixed, Mobile and Messaging , Document ProDuction and Hot-desking.

Company Name

IBM Global Services

Position Held

Service Management Consultant

Dates

0000 - Present

Details

IBM Global Services - Service Management Consultant January - April 2005 Issue : IBM were bidding for a global outsourcing contract and identified that the bid team did not have the experience and knowledge necessary to communicate to their prospective client how their offering matched ITIL best practice. Approach : Acted as ITIL mentor and advisor and advisor to Bid Team Reviewed responses to client RFP to ensure ITIL language used consistently and correctly Developed client presentations Advised on questions to be raised with client to fully understand their requirements and client responsibilities Assisted with in depth cost analysis for bid response Outcome : By the pragmatic use of ITIL the bid team were able to articulate their companys capabilities and win the bid which generated high-margin revenue in excess of $300m over 5 years.

Company Name

Alexander Clay

Position Held

Director

Dates

0000 - Present

Details

Alexander Clay - Director, Information Technology 1994 - 1997 Defined and presented the strategy to turnaround the IT division. This was accepted in full and after implementation this strategy led to a sea change in the quality of the IT provided to the business. The IT division moved for a utility to a partner relationship. Key member of a newly formed strategy team that identified new business opportunities and defined the cultural changes needed to enable the firm to capitalise on these opportunities. The proposal was endoRsed by both the UK and US Boards and successfully presented to all staff in a series of road shows. Rolled out a new corporate communication system, including e-mail and GroupWare, which exceeded the expectations of the CEO and the business heads. The system supported and created revenue growth as well as reducing costs. Improved quality of deliverables and reduced IT staff turnover from 90% to 5% per annum through mentoring, coaching and training staff split across 5 locations . Developed and implemented a fully integrated real time Client and Prospect database which greatly improved relationship management. Using rapid application development RAD methoDs to complete the project in sixty days which improved businesses perception of ITs ability to deliver.

Company Name

British Airways

Position Held

Support Manager, and Solutions Architect

Dates

0000 - Present

Details

British Airways - Trouble-shooter, Support Manager, and Solutions Architect 1990 - 1994 Initially employed as a trouble-shooter as the internal clients of the Sales and Marketing Business Centre were unable to resolve technology problems which crossed the remit of BAs multiple IT departments Travelled to global BA offices Identified root causes of technology failures Co-ordinated efforts of multiple IT departments to resolve internal customer issues Management of the UK and global development and support teams for the Executive Club management system Co-ordinated and managed country and regional Executive Club management systems Ensured data integrity through standard data and process management across global locations Responsible for delivery and support of technology solutions to the UK and I business Definition of solutions to meet UK and I business needs ProDuction of business cases to support purchase and implementation of technology and projects to UK and I business Delivery of Relationship Management to UK and I business Responsible for resolving delivery and support issues encountered by the UK and I business Solutions Architect for BA Galaxy global Sales and Marketing information system. Rolled out the proDucts to UK and USA on schedule and within budget. This system gave British Airways a significant competitive advantage and new in-sight into their business Led the technical steering committee that introDuced a £250 million worldwide front end Sales and Marketing system using leading edge technology. IntroDuced Lotus Notes as a new technology into the organisation Consolidated information from disparate data sources to provide the one-truth view of Travel Agency and Corporate Customers buying patterns Planned and co-ordinated the technical and software development As Support Manager for the UK and I Sales and Marketing Business I promoted an idea to speed up the hardware requisitioning process which was causing delays to business plans. Appointed by the Global Head of IT to join a team of experts to re-engineer the processes. Successfully reduced lead-times for new IT equipment from 90 days to less than 10 working days.

Position Held

Support Manager

Dates

0000 - Present

Details

Romtec - DP Manager 1989 - 1990 Managed, developed and trained a team of 12 staff responsible for data entry, data integrity and desktop publishing. IntroDuced rigorous control procedures that immediately reduced customer complaint levels by 80%. Identified and implemented a new proDuction system that reduced lead-times and error rates on directory proDuction. This enabled additional editions to be proDuced leading to a 10% increase in revenue.

Position Held

Systems Analyst

Dates

0000 - Present

Details

Solaglas - Support Manager 1984 - 1989 Implemented a PC based payroll system which reduced processing time and resource requirements, whilst saving £60k per annum in maintenance costs. Designed and implemented a branch administration system which reduced wastage, improved order tracking and saved an average of 10 ,000 man hours per year across all branches.

Company Name

Havant Borough Council

Dates

0000 - Present

Details

Havant Borough Council - Systems Analyst 1977 - 1984 Designed and implemented a Leisure Centre Point of Sale and statistical analysis system that enabled the usage of the centre to be maximised. The system was subsequently licensed for re-sale by NCR, which generated additional revenue for the council.