Experience

Agenor Technology

• United Kingdom
• IT Services and IT Consulting
• 1 - 100 Employee

• Principal Consultant

  • Sep 2021 - Present

  Running high profile programmes for Blue Chip clients. Running high profile programmes for Blue Chip clients.



RBS

• Russian Federation
• Business Consulting and Services
• 1 - 100 Employee

• Programme Manager

  • Jul 2015 - Present

  Leading the team completing the delivery of the 3 year programme to upgrade IBM Websphere Application Server (WAS) across the legacy estate, making customer facing services more secure for RBS’ customers. The final few upgrades are being delivered on the Enterprise Cloud Platform, which utilised Agile delivery methodology and using new toolkits such as UCD. Previous to this I led the team which upgraded critical Mainframe services CICS, DB2, z Series and drove value-add initiatives across this mission critical platform.

• Senior Project Manager

  • Jan 2014 - Jun 2015

  Working on Mainframe stream of the IT Resilience programme.



Avalon Consulting Ltd

• United Kingdom
• IT Services and IT Consulting

• Director

  • Oct 2009 - Sep 2021

  Infrastructure Programme and Service Management in highly complex banking and financial services environments. Infrastructure Programme and Service Management in highly complex banking and financial services environments.



Royal Bank of Scotland

• Banking
• 1 - 100 Employee

• Technical Project Manager

  • Nov 2011 - Dec 2013

  Managing projects in the EMEA M & IB Transition and Change unit of Technology Services. Managing projects in the EMEA M & IB Transition and Change unit of Technology Services.



Lloyds Banking Group

• United Kingdom
• Financial Services
• 700 & Above Employee

• Implementation Manager

  • Jun 2010 - Oct 2011

  Completed the successful Customer Account Migration of nearly 31 million customer accounts from source HBOS to target LBG infrastructure and systems. Led a team of 12 Implementation Specialists accountable for running the critical schedule that delivered the detailed Group IT plans for the migration.Accountable for ensuring this team planned and supported ALL Proving Cycles and Dress Rehearsals in the run up to and including the Live Migration Day completed in September 2011.As well as providing leadership of this team, this role required the running of large communication events to explain the Command & Control methodology adopted by LBG for this programme. This required a level of senior stakeholder management to gain buy-in to the approach.Responsibilities included:1. Running the team to build the top level Schedule of Events (SoE) that will control the IT activities for the proving events and dress rehearsals. 2. To ensure and mandate that all of the SoEs were consistent and that all cross dependencies were identified.3. Ran plan reviews required to sign-off the SoE as ready to go (against an agreed set of readiness criteria).4. Ran final readiness reviews to ensure the proving events were properly scoped, any required changes to the environment had been made and the event ready to go.5. During execution the team directed the completion of all activities on the SoE.6. Provided plan impact information to any incidents that had the potential to impact the plan timescales.7. Ran all progress go/no-go meetings placed in the SoE in the early events before the Integration Executive Board took over.8. Published progress against plan.9. Maintained an issue log and ran post implementation reviews to resolve issues to improve the quality of the SoE (Lessons Learned).

• Transition Manager

  • Dec 2009 - Jun 2010

  Worked as a member of Service Delivery team to scopethe resource requirements for the HBOS/LTSB integration programme.

• Programme Manager

  • Mar 2006 - Oct 2009

  Leading major change programmes to deliver maximum benefit to the Group, such as:• Data Centre Optimisation (£100 million data centre cost avoidance being achieved through increased optimisation of infrastructure technologies).• Helpdesk Optimisation (reducing 100,000 calls per month by 30% by developing on-line support delivery channels).• Project Lifecycle Efficiency (building structured approach to project throughput resulting in 100 elapsed days average savings per project).• Incident Management Process Improvement (reductions in response times on critical incidents, and reduction in overall incident stock by improved root cause analysis).

• Manager, Process Re-engineering

  • Aug 2005 - Mar 2006

  Ran a special project to lead a team of 6 process engineers to deliver a capability maturity model into the bank based on the CMMI process improvement approach. Capability was measured across 12 ITIL disciplines, allowing Technology Services to provide audit transparency. They were Manage Change, Incident, Configuration, Inventory, Availability, Capacity, Tools, Systems, Security, Problem, Finance and Quality. The team achieved it’s objective within a demanding 3 month timescale and allowed IT Services to be audited the following year without significant findings.

• Manager, Disaster Recovery Execution

  • Mar 2003 - Aug 2005

  . Helped establish and took a leading role in the team who govern and exercise DR capability for around 500 mission critical systems across multiple platforms (including Wintel estate (distributed); Unix, Tandem, AS400, OpenVMS, Oracle, SQL (midrange); and zOS (mainframe) infrastructures). . Established the baseline by which all systems would be measured and tracked, and quickly became a subject matter expert introducing the framework and governance to ensure that the bank always stays within the mandatory FSA (Financial Services Authority) policy of at least 2 Assured Disaster Recovery (ADR) events per year for the main banking systems. . Led the team who ran these ADR tests twice a year to assure the bank’s recovery position in the event of a major outage. . Wrote my dissertation on IT System Continuity in large financial organisations for my Masters degree in 2005. This paper was syndicated to Technology Services leaders and some of the recommendations such as virtualisation and tertiary data copy where taken forward.

• Manager, Data Centre Consolidation

  • Mar 2002 - Mar 2003

  . Managed relationship between service support teams and projects delivering into Data Centres during the Natwest integration programme. . Provided leadership and relationship management between the IT teams delivering the projects and the business owners of the systems affected to consolidate four UK Data Centres into two new facilities in Edinburgh. . Included migration and decommissioning of legacy infrastructure in line with the integration programme. . Helped realise integration benefits of the consolidation work in co-operation with the commercial team.

• Senior Technical Analyst, Desktop

  • Jan 1999 - Mar 2002

  . Joined as part of team supporting desktop for 100,000 users. . After a one year stint at 3rd Level support including support during Y2K, I went on to specialise in management of the backup infrastructure using Seagate Backup Exec and later Legato Networker. . Moved the management tasks from 3rd Level support teams to 2nd Level for management of the service and 1st Level / Helpdesk for file restores. This created the capacity to allow 3rd level teams to deliver more value add activity.



Brown Brothers

• United Kingdom
• Real Estate

• Marketing Co-ordinator

  • Jan 1997 - Jan 1999

  Analysed and reported on potential markets for a range of maritime engineering products such as ship stabilisers and swivels for the offshore oil industry. Analysed and reported on potential markets for a range of maritime engineering products such as ship stabilisers and swivels for the offshore oil industry.



MIMTEC Ltd

• United Kingdom
• Information Services
• 100 - 200 Employee

• Senior IT Technician

  • Jun 1995 - Jan 1997

  Responsible for ensuring continuous availability of production line.Fault find and root cause analysis for failed components from production line. Responsible for ensuring continuous availability of production line.Fault find and root cause analysis for failed components from production line.



City Financial Partners Ltd

• Financial Consultant

  • Jul 1993 - Jun 1995

  Sales of pension and life products – self employed. Sales of pension and life products – self employed.



GEC Ferranti Plc

• Production Engineering Technician / Market Analyst / IT Support

  • Aug 1985 - Jul 1993

  EITB recognised apprenticeship in Mechanical / Production engineering. Production of radar systems for military aircraft.Analysis of markets for range of avionics products. Computer support for central marketing functions across the divisions. EITB recognised apprenticeship in Mechanical / Production engineering. Production of radar systems for military aircraft.Analysis of markets for range of avionics products. Computer support for central marketing functions across the divisions.