EMPLOYMENT HISTORY:

Apr 2nd 2001 – XXXX

Sept 02 – Current International IS Director

Responsible for the applications support across XXXX globally, managing x2 teams of technical staff based in our Euro HQ in the UK the other in our Dallas HQ.

Responsible for bringing best practice into the IT environment, whilst developing current processes & practices to ensure optimal staff & business efficiencies/performance. My current role involves extensive European travel with regular trips to the States.

Procedure & Process Standardisation and Improved Service Levels:

• FAST Audit Software Compliance - Platinum award achieved for the UK Operation, XXXX achieved the award in 4 years becoming the first company to achieve the Platinum status within this period. Currently implementing the audit tool and processes across XXXX Europe.
• Implemented Server consolidation programme into the UK HQ facility, currently supporting x14 countries via Terminal Server. Plans in place to bring the remaining countries back over the next 24 months.
• Health & Safety programmes initiated e.g. Workstation Assessments implemented throughout the UK.
• Implemented Helpdesk software ‘Magic’ & Service Level Agreements. Helpdesk calls increased by 25% as the country systems centralised back to the UK.
• Centralised Anti-Virus controls implemented Pan European
• IT Policies & Procedures implemented and annually reviewed and signed off by all staff
• Centralised purchase for Hardware & Software implemented
• Project Management processes & tools implemented for IT projects
• Departmental KPI’s (Key Performance Indicators) implemented
• Standard Processes implemented e.g. PC build configurations
• Strategic Business Planning, identify potential risks and strategic opportunities

Budgetary Savings:

• Business Forecast, Development and Budgetary Management
• Re-Structure and Rationalisation of IT team both in UK & Europe - reduced headcount by 12
• Reduced Departmental costs by 10%
• Centralised IT Budget & planning across Europe implemented
• Reduced Data communication costs by 50% by introducing ADSL/SDSL
• Reduced UK telephone costs by £150k

Staff Development:

• All staff performances and development plans agreed and linked to training plan
• Annual performance reviews and objective setting
• Staff management and development-i.e. Objective setting, performance review & reward. Recruitment, interview & selection.

April 01 – Sept02   European IS Manager

Responsible, for the Information Systems in 25 European countries with 950 Users. Departmental team of 16 with an annual budget >£1M.

Main Achievements

Re-Structured team into Business Analysts, Network Support & Helpdesk & Rationalised headcount
Implemented ‘Magic’ Helpdesk software & SLA’s
Reduced Helpdesk calls by 25%.
Assisted with introducing Performance reviews & Objective setting
Implemented Anti-Virus controls, Pan European
Implemented IT Policies & Procedures
Implemented single point of purchase for Hardware & Software
Implemented IT Budget & planning across Europe (Budget in excess of £1M)
Implemented Change Control methodology
Implemented Project Management into IT projects
Implemented Departmental KPI’s (Key Performance Indicators)
Implemented Standard build configurations for laptops, desktops & servers
Implemented Blackberry email handsets
Implemented PDA’s into the salesforce for Web order entry
Reduced Data communication costs by 50% by introducing ADSL/SDSL VPN
Achieved accreditation from FAST for software & audit management

1974 To Mar 30th 2001 XXXX
Global Supply Chain

Nov 99 – Mar 01 European Configuration Manager

Responsible to the European Supply Chain Director for the Configuration & Installation
Capabilities of XXXX’s engineering resource & infrastructure. (Global Solution Centre) Directly responsible for a cost budget in excess of £20M, generating service revenues in excess of £75M.
The capability group (GSC) employs x 245 direct heads and actively employs a further x 200+ temporary heads during peak periods.

Main Achievements

£245K savings identified and implemented within the first three months
£1,277K savings identified and implemented over the next 12 months
New management structure implemented
Cross training & movement of engineers across accounts & geographies
Introduced standard KPI reporting across the service delivery units
Improved supplier rebate scheme by £200K
Awarded MCD excellence award for contributions to the business
Recognition of the ‘Value-Add’ services business growth potential within MCD
Produced over recovery of £400k from Cost Centre delivery unit

Jan 97 To Nov 99 Major Account Services Manager

Responsible to the Client Service Manager for the provision & supply of managed services into Retail Systems Major Hospitality accounts. Influence the overall service portfolio and develop leading edge service opportunities. Actively contributed towards the overall strategy of the Managed Services team & services. Accurately forecast revenues and implement appropriate actions to ensure that budgeted business measures are achieved. Ensure ‘Total’ Customer Satisfaction with delivered service’s, which exceeds the contracted requirements. Hold regular service reviews with customers and associated service providers to ensure standards of delivery to the customer conform to requirements. Develop new business opportunities within the Hospitality sector.

Main Achievements

Won £4M CHDI contract for the Whitbread Brewers Fayre Rollout.
Won competitive knockout of Unisys for the remaining Break-Fix business of x450 Houses. 3 Year contract, value £1.15M. Annual Break-Fix contract revenues £2.5M
Won competitive knockout of Unisys for the Beefeater for Break-Fix & refurbishment of the estate of x250 Houses. 3 year contract, value in excess of £1.6M
Won CHDI & Maintenance contracts for Costa Coffee, 3 year contract, value £796K
Implemented full refurbishment service across the Whitbread companies, value £500K
Won new Break-Fix business to Whitbreads Travel Inn estate, value £300k
Revenues grown to £5.5M per annum
Awarded XXXX Chairman’s ‘Gold Award’ for outstanding achievement 1998
Awarded Retail Systems ‘Gold Award’ for outstanding achievement 1999

Jan 96 To Dec 96 Business Group Manager

Responsible to the Retail Integration Centres General Manager for the rollout implementation of Speciality & Hospitality segment accounts by planning, co-ordinating and monitoring the RIC & XXXX’s services and providing the interface between the RIC and its customers. Maximising customer added value content of the business segment services by maintaining a first class, highly flexible, cost effective, configuration, test and installation capability. Responsible for the Profit & Loss management of the Hospitality & Speciality segment, Revenue target £1.1M.

Key Activities/Outputs

Business Forecasts, Costings, Quotations, revenue recovery
Strategic Business planning, identify potential risks and strategic opportunities
Customer Satisfaction & Quality development
Business development
Staff development
Health & Safety management

Main Achievements

100% Achievement of 1200+ installations to agreed customer schedules
Achieved 17% Profit PBT (Business Model 5%>) Identified & managed OPEX provision reductions
Full P&L reporting on individual accounts
Health & Safety programmes initiated
Won new refurbishment’s business, value in excess £100k
Development of staff members, ISEB accreditation all training & development programmes actioned with individual team members.
Developed the WTL working relationship
Awarded Retail Systems ‘Gold Award’ for outstanding achievement
 
Oct 95 To Jan 96 Project Services Manager

Responsible to the Retail Integration Centre (RIC) General Manger, for the management of a team of fourteen Project Managers and Technical Implementers.
Responsible for co-ordinating all aspects of Project Management, planning and implementing of single site or multi-site rollouts delivering all RIC services to agreed customer requirements.

Main Achievements

All projects formalised and XXXXued via Microsoft Project
All technical procedures formalised and XXXXued under revision control, moved towards Microsoft word formats
Identified & Reduced OPEX spend for team
Fostered teamwork environment
All projects completed to target and within Budget
Body Shop x 54 Stores 14 Weeks
ELC x 211 Stores 12 Weeks
2,000 Installations completed to customer agreed dates
20,000 System Configurations
Post Office Counters x 4,500 PC’s x12 Weeks
All staff performances and development plans agreed with individuals, linked to training programmes.

Oct 93 To July 95 Engineering Services Manager

Responsible to the Managers of the Core and XXXX groups for maximising customer added value content of RIC services by maintaining a first class, highly flexible, cost effective configuration, test and installation capability. Managing 23 Full time staff & 6 Fixed term Contract, employed in configuration/test/installation of XXXX's range of P.C.'s and retail P.O.S. Equipment. Controlling departmental throughput to ensure maximum efficiency and effectiveness from the departments resources and processes. Implementing all aspects of XXXX's Investing In People Programme, including foundation reviews career development and training plans combined with effective and efficient staff management motivating & developing, counselling individuals and teams to achieve flexibility and commitment to meet the business requirements. Developing an awareness and culture of 'QUALITY COMES FIRST' amongst employees monitoring the achievement of Quality levels. Planning and reporting on product and contract yields, cycle times and output to meet agreed forecasts and schedules.

Main Achievements
2200 Installations completed to customer agreed dates. 100% achievement
15000 System Configurations
Engineer Utilisation performance measurement system implemented
Implemented twilight shift work to maximise fixed assets
Developed Team Leader role within department

Jan 92 To Oct 93 Operations Manager Retail Products

Based at Cavendish Road, Stevenage. Responsible to the manager Retail
Customisation Centre for maximising customer added value content of RCC's services by maintaining a first class, highly flexible, cost effective configuration, test and installation capability
Main responsibilities to ensure systems and services are delivered to customer requirements, on time, with zero defects and to budgeted costs. Effectively manage all suppliers and subcontractors and to develop relationships. Ensure all revenues and cost recoveries are made whilst actively reducing department’s OPEX
Publish, review and revise all departmental procedures
Ensure all staff have career development plans linked into individual learning contracts and reviews

Main Achievements
De-Skilled engineering processes to allow activities to be performed by subcontractor
Developed Subcontractor relationship and culture to partnership status