Paris, Île-de-France, France
As a Director of Operations, Products, and Infrastructure, (IT telecommunications) I have a proven track record of delivering exceptional results in complex and challenging environments. With over 12 years of experience as a programme manager director, I have successfully led several large multimillion £$, international programmes, delivering value for both the business and its customers through new innovative technology/products or transformation programmes. My real strengths lie in my ability to clarify business targets and goals and influence cross-functionally to build the teams needed for success. I am a competent programme manager with effective leadership, interpersonal, and communication skills. I treat everyone equally to command respect and create a sense of community amongst project team members. With my good knowledge of planning, monitoring, and controlling programmes, I coach and support delivery/project managers to reach the top of their game. Furthermore, I possess sound financial/business case and budget management skills, having successfully managed procurement processes and negotiated with third parties and vendors, resulting in significant wins for the businesses I have worked in. My training in project and programme management with Citi in 2006-2007 has equipped me with the necessary skills to utilize programme and project management methods equivalent to PMP and PRINCE2. In addition to my budgeting and resource allocation procedure skills, I have sufficient seniority and credibility to advise project teams on their projects in relation to the programme and how it aligns with the company's strategic direction. My ability to find ways of solving or pre-empting problems has also contributed to my success in delivering programmes. I am now seeking a company where I can leverage my skills and add value to the bottom line of the business, while joining a great team and being successful in my role for the next five years or more. to capture key words. Technical understanding in: SDWAN, SASE, ZTNA, CASB, public and private cloud, compute (DELL, CISCO, Lenovo) MPLS, internet, Firewalls/security, proxy (F5), RedHat, VMware. Juniper, Cisco, Nokia, Palo Alto, Fortinet, AWS. 6 Sigma, Agile, Scrum, Waterfall, DevOps. ITIL4, human centre design, Architectural practices, contract management.
This programme was great for my development. Building a new platform from concept to launch with the best tech leads in BT. I had to learn a whole new world to understand and manage - Silicon&Server hardware, NFVI, VMware, VSAN, containers, IKE, Elasticsearch, GitLab, and DevOps are but some. SDWAN products. The bleeding edge as we called it for a couple of years. New vendors to manage & negotiate with. Customer success management at IT director to C level - some very uncomfortable times and many good conversations. Building new Service/Ops teams and models to meet the needs of this platform and products, including new tools to be developed. One key win with my new knowledge - identifying some licences opex charges and a new approach for them that saved across the business a small fortune. Fabulous time and such a great team around me through some sleepless weekends and happy customers. Mission: €20M program to launch a global private cloud network. • Developed and launched to 14 international locations including services in China. • Introduced DevOps to accelerate development cycle times: 10-week improvement. • Improved cost management with innovated supplier management approach. • Advised vendors on new licensing models for improved B2B with BT PLC. • Coached and supported new finance managers on operational expenditure modelling & control.
I was asked if I would like to move from Global Services to manage global data platforms & build a team globally. I said yes immediately at the adventure being offered to me. - A Development & Operations - programme management position. The overall programme was running on average 75 live projects to deliver into live at any given time. Major transformation project - End of Life of kit, both the core and the edge needed replacing over 1.5 years this was a +100M capex/opex programme of work to manage and completed successfully. Plus a project to reduce price per megabyte per month down by 95% to be competitive and still make cash flow - was a great learning curve in vendor negotiation for me and a great achievement for the all of us on the project team. The MPLS platform itself was based on 233 points of presence globally and offered reach to 198 countries and territories with a revenue of 1B£ annually supporting 5 products. During my time managing this platform we had 4 consecutive years of the core platform @99.9998% availability. While driving cost reduction programmes = 180M£ over the same period. Mission: tasked to improve network performance and customer experience. • In 6 months: SLA’s back on target, whilst building up the team. • Expanded global reach with domestic depth to more than 198 countries & territories. • Increased revenues to +1£B pa. Improved margin to 36% by managing cost reductions. • Hardware transformation program +200K services over 1.5yrs, no customer impacts
Mission: responsible for products launch, reduce cost base and ensure profitability. • Achieved milestones for a UK government contract, value @ £35M. • Identify opportunities in a fast-changing competitive landscape. • Launched new hosted voice services, SIP trunking and mobility products. • Managed cost control initiatives with offshore 3rd party design and test teams in India.
Mission: operate 5 international platforms: monitor, configure, change & customer service delivery. installed and maintained 24/7 IT platforms and products on 200+ global sites. Grow an international team to a 250 FTE. 1st to 4th line technical support 24/7. Results: improve SLAs on platforms with 99.9998 availability score on core services. Delivery first services to customer premises for the MPLS product up to 90,000 in 2006.