As a Service manager with a team of 50 resources, over 50% of whom are based in two offshore Delivery Centres, it is my responsibility to deliver Incident & Problem Management, identify and deliver Service Improvement initiatives, and provides Client Relationship Management at a senior levels on our client site.

I have responsibility for the strategic planning and implementation of our ongoing offshoring activity whilst ensuring that the quality of our support activities continues to meet the demands of our contract with the client.

I was involved in the baselining of our existing performance on joining Accenture and had significant input to the development of our SLAs and OLAs. I am always closely involved with other initiatives such as the introduction of ADM (Accenture Design Methodology) and Mercury ITG (IT Governance), where I was a member of the working party responsible for ensuring that the tools were delivered to satisfactory quality and timescales.

I have prepared and delivered presentations to senior management, both internal and external, to staff, both onshore and offshore, and to client teams, including other Accenture teams preparing to take on support for a new client.

I am involved in decision making across the entire unit with regard to Performance Management, including laddering and Promotion Boards.

I work closely with developments teams from the ‘bid’ phase through to implementation ensuring reviews of the bid and design phases and agreeing release/implementation plans and warranty exit criteria. I am a permanent member of the Change Review Board.

I worked in a variety of roles from Programming Team Leader to IT Service Manager, with teams varying from 10 to 100. During the transition to Accenture which occupied most of 2004, I was responsible for leading a team of 100 resources, through a 3-phase transition, which saw some team members involved in different phases whilst others were retained by the Bank. I planned and implemented the transition strategy and was a member of the team involved in delivering communications to all of the staff involved in Phase 2 of the transition at events held to deliver information to those staff joining Accenture.

Prior to that I managed a team providing Incident & Problem Management according to the ITIL principles and I reported to, and acted as deputy, for the Service Delivery Manager (Mainframe Applications). I was involved in the implementation of ITIL into our organisation, restructuring the teams, defining their roles, developing processes and then reviewing and refining the process.

I was instrumental in the development of Cross-Functional Working for our parent organisation, adopting a strategic approach and seeking to perpetuate the process rather than re-invent the wheel every year.

I collated, wrote and submitted the Application Support nomination for the FST (Financial Services Technology) award for the ‘Best use of IT in Retail Banking’ in 2002, for which we were shortlisted, attending the awards evening at the Savoy Hotel in London.

I played a major role in resolving audit issues and recommendations and I was central to the regular involvement of Mainframe Applications in audits, Operational Risk Assessments and Technical Vulnerability Assessments.

I gathered experience in budgeting, using SAP, sourcing, via e-source, resourcing, recruiting, and in many other managerial tools and skills.

I played a major role in our Y2K planning taking overall responsibility for the execution and monitoring of the testing plans for the various mainframe applications and organising resources and documentation to ensure that the systems were functioning correctly. I acted as a central point of contact within support for the Y2K team and was responsible for providing them with updates on our progress during the testing period.