Freelancerprofil: Service Manager -   in München

Service Manager

| München
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IT Skillset
¥ ITIL v3
¥ Prince 2 Practitioner
¥ Offshore
¥ SAP Hybris Management
¥ CMDB selection and acquisition
¥ Supplier relationship management
¥ Operations Management
¥ Transition Management
¥ Project Management
¥ Major Incident Management
¥ Service Acceptance Ownership
¥ Service Automation
¥ Process Design and Integration
¥ KPI Reporting/Analysis
¥ Continual Service Improvement
¥ Problem Management
¥ Customer Relationship Management
¥ Budget Control

Work History
Senior Manager (Contract) – Asda Walmart
March 2017 – Present

Manage the service teams during BAU and new releases into production for the and George – responsible for the online presence with a combined turnover of £1.2 Billion the role crosses continental boundaries through Europe, India and the USA.

Responsibilities include:
• Manage onshore and offshore Support Managers to ensure day to day operations remain in line with SLA’s
• Ensure that new releases are tested, understood and fit for purpose
• Service reviews of vendors and third party teams
• Present performance status and service improvement plans to VP’s and Senior Directors across the globe
• Act as senior stakeholder for new releases and change
• Senior escalation point for major incidents
• Sponsor and drive service improvement
• Weekly reporting to executive group
• Act as senior stakeholder for new vendor on-boarding and contract setup (Service Ops)
• Process design and definition

Key Achievements:
- Stabilised the order processing system with alerting and automation improvements
- Aligned 3rd party and internal SLA’s to expedite resolution during major incidents
- Integrated global change and problem management functions
- 50% reduction in P1 incident rate
- Support 2 successful major releases into production
- Integration of BAU and Project Management teams to ensure releases are supportable and fir for purpose
- Improved executive reporting
- Introduction of Continual Service Improvement (CSI) process and Service Improvement Plans

Ecommerce Transition, Delivery and Implementation Manager (Contract) – Maplin Electronics
April 2016 – March 2017

Deliver multiple releases into production for Maplin’s £5 million digital programme. Key responsibilities in this wide-ranging role:
• Manage transition activities for the £5 million ecommerce project– release plans, resource, change and environments management
• Supplier on-boarding
• Delivery of internal DC to support the ecommerce project
• Delivery and maintenance of SAP Hybris hosted environments to support production and the programme
• Service acceptance criteria definition for on-boarding
• Service acceptance tracking and enforcement
• Service Design activities – change, problem, incident, access control, new environments and permission level definition
• Client and Vendor Engagement
• Executive/stakeholder reporting and engagement
• Perform business analysis of ITSM requirements for improvement
• Help in the requirements and selection phase for new hosting provider
• Go to market for new CMDB and select based on identifies requirements

Key Achievements:
- Successful transition of multiple releases
- Defined and implemented the service transition process
- Clarified, defined, documented and implemented transitional service acceptance processes
- Defined and implemented ITIL best practise for Incident, Change and Problem
- Successfully managed the delivery of production, staging, QA and development environments
- Multiple contract extensions

Operational Transition Manager (Contract) – Telefonica/O2
December 2014 – February 2016

Responsible for Service Transition into O2’s 24X7, Europe Wide Operations function.
Technologies transitioned include: WAN, LAN, 3G/4G, Cisco Unified Communications, Lync, Contact Centre, WIFI, Firewall, PBX, MDM and SaaS Datacentre.
Duties include:
• Guide project team through transition and direct resources
• Work with stakeholders to define operational aligned work packages
• Accept or reject handover into BAU via gating process known as QGATE
• Service acceptance criteria definition for on-boarding
• Service acceptance tracking and enforcement
• Service Design activities
• Client and Vendor Engagement
• Executive/stakeholder reporting and engagement

Key Achievements:
- Successful transition of multiple projects pipeline with a total contract value of > 150 million pounds
- Tied Transition into Change, Vendor and Problem Management processes
- Clarified, defined, documented and implemented transitional service acceptance processes
- Successful gained buy from executive group to use QGate 5 (Operations service acceptance process):
o New or amended services
o New or amended customers
o New or amended processes
- Multiple contract extensions

Service Manager (Contract) – Telefonica/O2
April 2014 – February 2015

Responsible for in life support and service development across O2’s 24X7, Europe Wide Operations function. Managing and directing resource across multiple sites and countries in order to deliver the highest achievable service to the O2 client base. High profile customers include Santander, NSPCC, G4s, Transport for London, Home Retail Group, Subway, Amey, McDonalds to name a few. Duties included:
• Team Management
o Incident
o Change
o Problem
• Major Incident Management
• Executive/Stakeholder reporting and engagement
• Continual Service Improvement
• Client and Vendor Management
• Senior Escalation Point

Key Achievements:
- Took the resolution SLA from 85% to 98+% by way improved management working practises and team engagement along with customer and stakeholder engagement
- Introduction of new Problem Management process
- Scoped and managed implementation of automation for problem identification and problem record ticket generation
- Scoped and managed development of the CMDB (Service Now) to automate manned/monitored outlook inboxes to none manned and monitored via Service Now – resulted in 2 analysts being freed up for Incident Management
- Worked on implementation of ISO2000 for Incident, Problem, Change and Request Fulfilment and oversaw the first successful audit
- Hugely increased positive perception of Operations from the customers and internal teams
- Multiple contract extensions

Interim Head of IT – Planet X Bikes Ltd
June 2013 – November 2013

Key Responsibilities:

¥ Procured new Windows datacentre and migrated MS SQL Server 2008, Ecommerce Website and ERP system to the new platform
¥ Sourced and implemented server monitoring/management via CA Spectrum
¥ Sourced, Implemented and configured new CMDB (Kayako)
¥ Restructure of IT Department to better support the business
¥ Stabilisation of Ecommerce with new platform and recruitment

IT Support Manager and Project Manager – Go Outdoors Ltd
March 2009 – April 2013

Key Responsibilities:

Go Outdoors had a user base of approximately 700 users on varying platforms and systems. I was directly responsible for the support function which entailed various responsibilities including, managing the relationship between Go Outdoors and its main 4 main partners and insuring that my customers received the best possible service. On a daily basis I monitored and highlight any areas where SLA’s were threatened and looked to avert this through appropriate escalation channels externally, or take internal remedial action. I took a hands on approach to dealing with the more complex incidents/problems as and when they occur and use my experience to guide my team to root cause analysis and diagnosis.

¥ Technical lead to the team
¥ Respond to and resolve system events
¥ Supplier Managing:
¥ ERP & EPOS – Versata
¥ Replenishment and Forecasting – Just Enough
¥ In store scanning and printing – Zetes UK
¥ Network and Telecommunication – GCICOM (formerly IPI)
¥ Support Process Adherence:
¥ Incident,
¥ Problem,
¥ Change Management
¥ KPI Production
¥ UAT for new versions of software or new systems
¥ Team management – responsible for the management of senior and support analysts
¥ Capacity maintenance of hardware
¥ Insure transparency of service and open clear lines of communication to and from end user
¥ Procurement of new and replacement I.T. equipment.

Key Achievements:

¥ Appointed Project Manager for GO Outdoors head office training – to measure current department processes against system capability to highlight training need and future system improvements
¥ Reduced need for new IT support staff ratio against new stores with implementation of process and best practise
¥ Introduction of change, incident, problem and hardware management processes
¥ Introduction of IT OLA’s/SLA’s to our customers

Senior Systems Analyst – Go Outdoors Ltd
March 2006 – March 2009

Key Responsibilities:

This role allowed me to gain experience in the whole IT function including none technical skills such as: project planning, project support, resource allocation and hardware procurement. In addition to these skills the role also exposed me to a large number of technologies such as: active directory, DHCP, Group Policy, DNS, Exchange SOPHOS, Network Patching, Telephone Systems, just to name a few. Some of the main duties that I performed in the role included reporting on issues to senior managers and directors, identifying reoccurring issues through the use of Management Reports including Crystal Reports, allocating resource to projects and issues as required. To be successful in this role relied heavily on my ability to communicate to people at all levels, this was often people with little or no technical awareness many of who were in a very senior positions in the company.

Team Leader – Torex Retail
January 2004 – March 2006

Key Responsibilities:

When I started at Torex Retail I was a second line Support Analyst responsible for supporting a customer base of over a thousand users of the companies bespoke software packages. The software is based on a mixture of windows and Linux operating system and is built with Microsoft SQL Server 2000 or PostGre. I was then quickly promoted to Senior Analyst/Team Leader where my duties included: being the main escalation point to customers and second line Analysts for both technical and customer service related issues, identifying training needs for internal staff and customers, trend analysis, maintaining information relating to bugs and latest patch release per customer, reporting, attending customer service review meetings, technical support and insuring that procedures and processes are adhered to at all times.
Customers supported included – Monsoon, Virgin Trains and CoOp

Analyst Programmer Web Team (Including DBA Responsibilities) – Phones 4 U Limited
August 2000 – October 2003

Key Responsibilities:

During my role at Phones 4u head office I worked on a selection of projects from: planning, implementation and support of the overall system. I dealt daily with a large number of technologies including Classic ASP, SQL Server 2000, JavaScript, HTML, windows operating systems, and IIS. My projects included the implementation of a fully operational online shop to sell contract phones over the Internet and to provide support to all other sites owned by the Phones 4 u group including the Phones 4 U Intranet

In the first year of my employment with Phones 4 U all Data Base Administrator responsibilities fell to the developer of the application, as a dedicated DBA wasn’t employed. This gave me the opportunity to learn key features of SQL Server 2000 including: DB planning, DB development, Backups, designing entity-relationship diagrams, stored procedures and testing of data integrity.
I started working in the IT department as a trainee but quickly got promoted to junior developer and then finally to Analyst Programmer.


From September 2017


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