|Summary||IT Manager with over 20 years’ experience in delivering IT Services with a focus on value for money and user experience. Rewarded by building relationships with customers and cultures within teams, and the satisfaction of building a reputation for quality and consistency.|
(References available on request)
|2019 – Present : Delt Shared Services Ltd|
Client Services Manager
* Leads a team of 30 staff, with 5 direct reports (3 Team Leads and 2 ITSM Specialists)
* Responsible for Incident and Request Fulfilment teams and Registration Authority Agents.
* Owns the ITSM strategy and tools.
* Leads Service Design, Transition and Continuous Service Improvement.
|2013 – 2019 : University of Cambridge|
Head of the Clinical School Computing Service
* Leads a team of 34 staff, with 7 direct reports (5 Managers, 1 Infrastructure Architect and 1 Administrator) with an annual budget of £1.5 million
* Responsible for the departmental strategy, created to support the School of Clinical Medicine 5-year plan, informed by feedback from service users and key stakeholders.
* Directs the Design, Transition and Operation of IT Services to the departments, institutes and units within the School according to ITIL principles.
* Represents the School on the University ISC Operations Committee and Schools/UIS Liaison meetings.
|2012 – 2013 : University of Cambridge|
Support Team Manager
* Led a team of 11 staff providing front line services to the departments, institutes and units within the School.
* Restructured the flat Support Team based on ITIL functions and roles (Service Desk, Systems Support, Projects) each with their own Team Lead.
* Implemented two new services (Linux Managed Desktop and Laptop Backup) based on user feedback and risks identified by Support Team staff.
* Responsible for the implementation of a new IT Service Management application (LANDesk) to replace a disparate set of legacy databases and applications.
|2010 – 2011 : University of Cambridge|
MISD Service Manager
* Managed the Service Provision by MISD to the Institute of Continuing Education and Madingley Hall, including responsibility for the Service Management Plan
* Consultant to Murray Edwards College advising on the College IT Strategic Plan and providing technical advice to the College IT Manager
* Implementation and Service Manager for the MISD Document Management Service
* Implementation and Support for the MISD Service Desk Review Project
* Chair of the University Departmental IT Management Group and representative of that group to the University IT Review Committee.
|Education and Training||2017. QA Ltd (London)|
* Certified ISO27001: 2013 Practitioner
2015. QA Ltd (London)
* ILM Level 5 Award in Leadership and Management
2014. QA Ltd (London)
* ITIL® Foundation certificate in IT Service Management
* BCS Certificate in Information Security Management Principles
2008. Rezound Ltd. (Sheffield)
* CompTIA CTT+ (Certified Technical Trainer)
|1989 – 1991 : Hedingham VIth Form : Essex |
AS Level Economics; A Level English, Economics and Geography (C; B, C, C)
|1984 – 1989 : Hedingham Comprehensive School : Essex|
9 GCSE’s. (5 A’s, 1B, 2C’s 1D)
|Experience||Leadership and Management|
The last 15 years of my career have been in management roles, leading teams between 2 and 40 staff. In my last role, I led a team of five managers in service design, service transition, change and configuration management. During my tenure I’ve led improvements in the following areas (with the help of an able and hardworking management team);
ITIL Service Management processes. Staff training, appraisals and development. Strategy, prioritisation and project management. Financial planning and forecasting, service costing, service charging. Information Security Risk Management, Security Policy,
|Strategic Planning |
When I started in my last role there was no documented strategy. To direct our time, effort and resources I developed a strategic plan which led to the following successful service improvements projects;
Implementation of Ivanti Service Management (which delivered web-based access to requests, incidents, assets and billing), NetApp Storage Infrastructure replacement (which reduced the cost of storage services for users by 87%) and NHS Data Sharing (which delivered the University’s first ISO 27001:2013 certified safe haven).
|IT Service Delivery|
With more than half the staff budget funded by cost recovery, my last employer operated very much like a typical managed service provider, with the Service Catalogue being continuously improved in response to changes in requirements, technology and legislation. Underlying those improvements are the implementation or refinement of the following ITIL service processes with the resulting benefits;
Incident Management (reduced incident resolution times), Request Fulfilment (supports turnover of £0.5m p.a.), Major Incident Management (improved the speed and quality of resolution), Change Management (reduced service disruption by 40%) and Configuration Management (underpins service charging and automation).
When operating an opt-in subscription-based service model in a federated University, managing relationships with customers is vital. The following communication and feedback channels were used to build and maintain relationships;
Random sample post-incident or request surveys to customers, structured web-based surveys, engagement via social media (Twitter), consultation with customers in service improvement projects, attendance at Head of Department Committee and Council of School meetings to brief and receive feedback on services, annual report to School IT Committee and Council of School on service and project performance.
|Interests||Coarse fishing, paddle boarding, kite landboarding, archery, camping.|