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IT Consultant
Mark Churchill
,
Egremont, United Kingdom
Experience
Other titles
Skills
I'm offering
I am an experienced, Senior Service Delivery Manager who throughout his career has successfully run, developed, stabilised and enhanced numerous, complex Greenfield, problematic and under- performing IT landscapes, programmes and projects for a multitude of organisations and business sectors.
An excellent communicator and motivational leader, I have an excellent track record in building and developing internal and external relationships. This in turn, has allowed me to enrich existing teams and/or build new effective, efficient and cohesive teams both locally and offshore.
Commercially incisive, I have maintained, improved and created varied contracts and relationships with vendors, users and service providers. All of which have helped in the successful delivery, ongoing support and day to day operation of IT landscapes. Thus, aiding and enhancing each organisations business plan and IT strategic vision.
I believe my experience and knowledge to be an excellent fit for this role. Furthermore, I feel I can become an asset to the organisation and add real value to your IT department.
An excellent communicator and motivational leader, I have an excellent track record in building and developing internal and external relationships. This in turn, has allowed me to enrich existing teams and/or build new effective, efficient and cohesive teams both locally and offshore.
Commercially incisive, I have maintained, improved and created varied contracts and relationships with vendors, users and service providers. All of which have helped in the successful delivery, ongoing support and day to day operation of IT landscapes. Thus, aiding and enhancing each organisations business plan and IT strategic vision.
I believe my experience and knowledge to be an excellent fit for this role. Furthermore, I feel I can become an asset to the organisation and add real value to your IT department.
Markets
United Kingdom
Industries
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2019 - 2019
job
Head of Service Delivery
Astellas Pharma.
Contract
Based in their UK Head Quarters, I am the Head of SAP Service Delivery for Astella Pharma, a large global pharmaceutical company.
Responsible for all aspects of Service Delivery Management across the EMEA SAP estate, I also provide
SAP functional and technical support for the primary strategic program, a single, global SAP S4Hanna platform (APPLE.) In addition, I was accountable for all aspects of the SAP solution, including the management of any solution issues, risks together with the integration of various 3rd party applications, solution upgrades and new program implementations. Furthermore, I am responsible for on-going support and service improvements of the S4Hanna platform together with the daily operation and management of a large, complex SAP estate.
A number of third parties are contracted to support the Astellas estate. Another primary component of my role is the management of these 3rd parties and the services they provided. This includes ensuring services are cost effective and scalable. Given the complexity of the estate, I manage and co-ordinate a number of cross-functional work-streams e.g. System Integration, functional business leads, major incident management and overall governance of the EMEA estate.
Compliance within the pharmaceutical business is paramount. Thus, ensuring the SAP estate is fully compliant is a core responsibility of my team. All system controls and access have to be fully documented. Using Solution Manager as the enterprise repository I have to ensure documentation always reflects the current business, SAP solution and system processes. What's more, I am responsible and accountable for 100% adherence to Astellas SDLC, CSV, Change management, JSOX controls (ITGC and application controls).
Operationally, my daily responsibilities focused on the following:
• Management of the Service Delivery function this covers Process Management (inc ITIL), Continual Service Improvement, Business Relationship Management, Business Analysis, Project Management and Vendor Management.
• Work with the Director of IT to provide leadership and direction for the Service Delivery team and to provide strategic oversight of the function.
• Ensures the creation of timely, professional and relevant communications to stakeholders across the business (particularly in relation to Major Incident Management, System Outages, Planned Maintenance)
• Actively seek to leverage economies and efficiencies of scale through supplier consolidation whilst managing the risks associated with a reduced supplier base Business Relationship Management
• Provide an interface between IT and the business to identify opportunities for technology to deliver competitive advantage
Based in their UK Head Quarters, I am the Head of SAP Service Delivery for Astella Pharma, a large global pharmaceutical company.
Responsible for all aspects of Service Delivery Management across the EMEA SAP estate, I also provide
SAP functional and technical support for the primary strategic program, a single, global SAP S4Hanna platform (APPLE.) In addition, I was accountable for all aspects of the SAP solution, including the management of any solution issues, risks together with the integration of various 3rd party applications, solution upgrades and new program implementations. Furthermore, I am responsible for on-going support and service improvements of the S4Hanna platform together with the daily operation and management of a large, complex SAP estate.
A number of third parties are contracted to support the Astellas estate. Another primary component of my role is the management of these 3rd parties and the services they provided. This includes ensuring services are cost effective and scalable. Given the complexity of the estate, I manage and co-ordinate a number of cross-functional work-streams e.g. System Integration, functional business leads, major incident management and overall governance of the EMEA estate.
Compliance within the pharmaceutical business is paramount. Thus, ensuring the SAP estate is fully compliant is a core responsibility of my team. All system controls and access have to be fully documented. Using Solution Manager as the enterprise repository I have to ensure documentation always reflects the current business, SAP solution and system processes. What's more, I am responsible and accountable for 100% adherence to Astellas SDLC, CSV, Change management, JSOX controls (ITGC and application controls).
Operationally, my daily responsibilities focused on the following:
• Management of the Service Delivery function this covers Process Management (inc ITIL), Continual Service Improvement, Business Relationship Management, Business Analysis, Project Management and Vendor Management.
• Work with the Director of IT to provide leadership and direction for the Service Delivery team and to provide strategic oversight of the function.
• Ensures the creation of timely, professional and relevant communications to stakeholders across the business (particularly in relation to Major Incident Management, System Outages, Planned Maintenance)
• Actively seek to leverage economies and efficiencies of scale through supplier consolidation whilst managing the risks associated with a reduced supplier base Business Relationship Management
• Provide an interface between IT and the business to identify opportunities for technology to deliver competitive advantage
Vendor Management, Platform, Manager, Service Delivery, Processes, Enterprise, Service Delivery Management, Major Incident Management, Direction, Incident Management, Support, Pharma, It, Delivery Management, Change management, Pharmaceutical, Technology, Compliance, Service, Integration, System Integration, Management, Leadership, ITIL, SAP, Business Analysis, Project Management
2018 - 2018
temp
Head of Change
SmartDCC.
Contract
As Head of Change for SmartDCC, I manage all production change for the UK Smart Meter programme and its IT Landscape. This Government sponsored programme planned to have smart meters installed in approx. 54 million households by 2020.
• Reporting to the Director of Service Operations, and a senior member of the Service Operations management team, I was responsible for all production change, the design and delivery of improved processes across a broad range of operational activities, to improve Customer Experience together with both service and operation level agreements (SLA & OLA's.) Furthermore, I was responsible for the creation, recruitment and development of a central change management team whose remit was to increase efficiency and productivity, reduce operational downtime and ensure compliance with all regulatory and Internal bodies.
Day to day, I was the Single Point of Contact for initiating / approving all system related changes impacting Production and Central Operations. On joining, I commenced working with other IT functions and internal business areas. With them, I reviewed and overhauled the role of change management in terms of redesigning its core responsibilities, its functionalities, the enactment of UAT, ITIL based operational procedures, roll out, training, post implementation support, etc. In addition, I redesigned the policies and operating procedures required to efficiently manage change together with clearly defining the roles and responsibilities of the staff that would be vital in effectively delivering all aspects of the function.
As the change team has grown and developed, I have been able to define and regularly deliver a set of business 'metrics' specific to change. This data is used by various teams in Central Operations to analyse the current process in terms of SLA/Productivity measurements. In addition, this data is used within the change team to evaluate efficiency review the longer-term need for implementing automation.
As Head of Change for SmartDCC, I manage all production change for the UK Smart Meter programme and its IT Landscape. This Government sponsored programme planned to have smart meters installed in approx. 54 million households by 2020.
• Reporting to the Director of Service Operations, and a senior member of the Service Operations management team, I was responsible for all production change, the design and delivery of improved processes across a broad range of operational activities, to improve Customer Experience together with both service and operation level agreements (SLA & OLA's.) Furthermore, I was responsible for the creation, recruitment and development of a central change management team whose remit was to increase efficiency and productivity, reduce operational downtime and ensure compliance with all regulatory and Internal bodies.
Day to day, I was the Single Point of Contact for initiating / approving all system related changes impacting Production and Central Operations. On joining, I commenced working with other IT functions and internal business areas. With them, I reviewed and overhauled the role of change management in terms of redesigning its core responsibilities, its functionalities, the enactment of UAT, ITIL based operational procedures, roll out, training, post implementation support, etc. In addition, I redesigned the policies and operating procedures required to efficiently manage change together with clearly defining the roles and responsibilities of the staff that would be vital in effectively delivering all aspects of the function.
As the change team has grown and developed, I have been able to define and regularly deliver a set of business 'metrics' specific to change. This data is used by various teams in Central Operations to analyse the current process in terms of SLA/Productivity measurements. In addition, this data is used within the change team to evaluate efficiency review the longer-term need for implementing automation.
Service, Customer, Processes, Production, Development, Regulatory, Support, Implementation, It, Compliance, Design, Recruitment, Management, Automation, Operations Management, Training, Customer experience, ITIL, Operations, Change management
2016 - 2018
job
Head of Service Delivery
Monsoon Accessorize.
Perm
Based in London. Employed initially as a contractor, my role was to manage and rationalise all IT applications in conjunction with day to day operational management and support of the entire UK and European retail estate - 450 stores, the expanding Omni channel business, Head Office and the Distribution/Warehouse.
As a member of the Technology Leadership Team my role was to manage, develop and grow the service management services currently available together with the creation of a long-term, multi-vendor support strategy. In addition, I mould the strategy to improve the performance and effectiveness of the Technology department together with supporting overall business objectives and plans.
Another key aspect of my role is the support and operation of the retail estate. I am responsible for new store openings and closures together with all IT related equipment both in and supporting the individual stores themselves. This includes the infrastructure i.e. Comms/Telephony/Wi-Fi and all applications and devices using them i.e. Tills/PEDS/iPads.
Other elements of my role include:
• Implementation of transition programme and support model for global Salesforce (CRM) deployment.
• Managing the operations of a large application landscape encompassing; performance monitoring, servers, incidents, application upgrades, system availability and transition management.
• Revise and implementation of incident, problem, change and release processes.
• Aligning IT and Service Management plans with strategic business objectives. This included projected revenue growth and planned cost saving via effective internal and 3rd party collaboration.
• Introduced a specific IT change management team. Using ITIL based processes, e.g. Change Register, weekly change approval board (CAB), fixed change/release window etc. The primary objective being to ensure change was fully structured and transparent.
• Given the original team contained 4 external consultants via the same supplier. I negotiated a 'services' contact whereby SLA's and other performance indicators introduced thus providing an in-depth understanding of what was happening together with actual control as to how the work was being done.
• Given the forthcoming GDPR, the introduction of data governance together with all relevant data protection policies to aid the GDPR strategy and introduce the necessary budget into the IT department.
• Given the ageing infrastructure, I designed and implemented a cloud-based migration programme. This programme is reducing storage costs by 25% year on year.
Based in London. Employed initially as a contractor, my role was to manage and rationalise all IT applications in conjunction with day to day operational management and support of the entire UK and European retail estate - 450 stores, the expanding Omni channel business, Head Office and the Distribution/Warehouse.
As a member of the Technology Leadership Team my role was to manage, develop and grow the service management services currently available together with the creation of a long-term, multi-vendor support strategy. In addition, I mould the strategy to improve the performance and effectiveness of the Technology department together with supporting overall business objectives and plans.
Another key aspect of my role is the support and operation of the retail estate. I am responsible for new store openings and closures together with all IT related equipment both in and supporting the individual stores themselves. This includes the infrastructure i.e. Comms/Telephony/Wi-Fi and all applications and devices using them i.e. Tills/PEDS/iPads.
Other elements of my role include:
• Implementation of transition programme and support model for global Salesforce (CRM) deployment.
• Managing the operations of a large application landscape encompassing; performance monitoring, servers, incidents, application upgrades, system availability and transition management.
• Revise and implementation of incident, problem, change and release processes.
• Aligning IT and Service Management plans with strategic business objectives. This included projected revenue growth and planned cost saving via effective internal and 3rd party collaboration.
• Introduced a specific IT change management team. Using ITIL based processes, e.g. Change Register, weekly change approval board (CAB), fixed change/release window etc. The primary objective being to ensure change was fully structured and transparent.
• Given the original team contained 4 external consultants via the same supplier. I negotiated a 'services' contact whereby SLA's and other performance indicators introduced thus providing an in-depth understanding of what was happening together with actual control as to how the work was being done.
• Given the forthcoming GDPR, the introduction of data governance together with all relevant data protection policies to aid the GDPR strategy and introduce the necessary budget into the IT department.
• Given the ageing infrastructure, I designed and implemented a cloud-based migration programme. This programme is reducing storage costs by 25% year on year.
Service, Service Delivery, Processes, Storage, Office, Monitoring, Infrastructure, Support, Implementation, Growth, It, Service Management, Technology, Change management, Data protection, GDpr, Management, Cloud, Leadership, Salesforce, Deployment, ITIL, Budget, Retail, Operations, CRM
2015 - 2016
freelance
Service Management Consultant
Marks and Spencer.
Contract
Based primarily in London, I was part of a project team, employed to design and implement Service Management and Delivery for a new, large and bespoke IT landscape.
My primary focus was to ensure the go-live support was fully designed and tested, together with defining and overseeing the transition of the landscape into 'BAU' business as usual support. The key elements to role included:
• Definition of core IT support processes and their inclusion within the overall IT Operations 'Run Book.'
• Implementation of Service Now for all UK and European support.
• Effectively managing the on-going ITIL compliant incident, change and release processes and its project environments.
• Full accountability for the successful deployment of changes to target systems, ensuring application changes are deployed correctly, in a timely manner, in line with agreed release procedures.
• Protect the integrity of the full, 3 tier application landscape/environment, through providing assurance that all developments were of appropriate quality and to company standards.
• Ensuring all IT applications within M&S, developed in-house or by 3rd parties, were clearly understood, tested and fully documented as per in-house standards.
• Effective vendor management of on/offshore 3rd party resources, ensuring they comply with development standards, and deliver within agreed timescales at the lowest possible cost.
Based primarily in London, I was part of a project team, employed to design and implement Service Management and Delivery for a new, large and bespoke IT landscape.
My primary focus was to ensure the go-live support was fully designed and tested, together with defining and overseeing the transition of the landscape into 'BAU' business as usual support. The key elements to role included:
• Definition of core IT support processes and their inclusion within the overall IT Operations 'Run Book.'
• Implementation of Service Now for all UK and European support.
• Effectively managing the on-going ITIL compliant incident, change and release processes and its project environments.
• Full accountability for the successful deployment of changes to target systems, ensuring application changes are deployed correctly, in a timely manner, in line with agreed release procedures.
• Protect the integrity of the full, 3 tier application landscape/environment, through providing assurance that all developments were of appropriate quality and to company standards.
• Ensuring all IT applications within M&S, developed in-house or by 3rd parties, were clearly understood, tested and fully documented as per in-house standards.
• Effective vendor management of on/offshore 3rd party resources, ensuring they comply with development standards, and deliver within agreed timescales at the lowest possible cost.
Vendor Management, Processes, Go, Development, Management Consultant, Support, Implementation, It, Offshore, Design, Service Management, Service, Management, Deployment, ITIL, It support, Operations
2014 - 2015
temp
Global Head of Service Delivery
Celesio AG.
Contract
Based primarily in Stuttgart, Germany I was employed to manage and rationalise the Global IT Application landscape together with heading up the creation and delivery of a single, Global Application platform
With IT Application Management being relatively new as function within the organisation, my role was to manage, develop and grow the application management services currently available together with the creation of a long-term single, Global SAP platform and support strategy.
With the entire production landscape containing some 254 SAP applications, including BW on HANA, CRM, BI, FI, MDM, WM and PI going through a state of transition my initial focus was on:
• Managing the operations of a large application landscape encompassing; performance monitoring, servers, incidents, application upgrades, system availability and transition management.
• Revise and implementation of incident, problem, change and release processes.
• Aligning IT and Application Management plans with strategic business objectives. This includes projected revenue growth and planned cost saving via effective internal and 3rd party collaboration.
• Creation and overall management of an Application Management budget (was originally part of the
• Working with the IT Controlling department I helped develop the necessary IT/SAP SOX controls following the takeover of the company by a large US pharmaceutical company.
• Managed the delivery all Application and SAP audit actions.
• Working in partnership with a number of external pharmaceutical companies I oversaw the transition of company systems and data following the sale once owned Celesio businesses.
• Given the number of businesses sold I was able to reduce overall storage costs by 45% via the creation and deployed of a re-hosting project.
Following the company takeover, it was agreed that a single SAP platform would be delivered (in phases) across the Global network. Given this new direction, I worked with the IT leadership team to develop and deploy the overall transformation strategy.
Based primarily in Stuttgart, Germany I was employed to manage and rationalise the Global IT Application landscape together with heading up the creation and delivery of a single, Global Application platform
With IT Application Management being relatively new as function within the organisation, my role was to manage, develop and grow the application management services currently available together with the creation of a long-term single, Global SAP platform and support strategy.
With the entire production landscape containing some 254 SAP applications, including BW on HANA, CRM, BI, FI, MDM, WM and PI going through a state of transition my initial focus was on:
• Managing the operations of a large application landscape encompassing; performance monitoring, servers, incidents, application upgrades, system availability and transition management.
• Revise and implementation of incident, problem, change and release processes.
• Aligning IT and Application Management plans with strategic business objectives. This includes projected revenue growth and planned cost saving via effective internal and 3rd party collaboration.
• Creation and overall management of an Application Management budget (was originally part of the
• Working with the IT Controlling department I helped develop the necessary IT/SAP SOX controls following the takeover of the company by a large US pharmaceutical company.
• Managed the delivery all Application and SAP audit actions.
• Working in partnership with a number of external pharmaceutical companies I oversaw the transition of company systems and data following the sale once owned Celesio businesses.
• Given the number of businesses sold I was able to reduce overall storage costs by 45% via the creation and deployed of a re-hosting project.
Following the company takeover, it was agreed that a single SAP platform would be delivered (in phases) across the Global network. Given this new direction, I worked with the IT leadership team to develop and deploy the overall transformation strategy.
Transformation, Platform, UP, Service Delivery, Processes, Audit, Production, BEE, Application Management, Organization, Storage, Direction, Monitoring, Support, Hosting, CRM, Implementation, Growth, It, Network, Pharmaceutical, Service, Controlling, Management, SoMe, Leadership, Audit, SAP, Budget, Operations
2012 - 2014
job
Head of Service Delivery
Boots Ltd.
Contract
Based in Nottingham I was employed to manage and support all IT applications across the entire IT estate for Boots retail business. This covered some 2,500 stores across the UK together with a large. Com business within the UK, Ireland and Europe.
Together with my support and delivery duties I carried out a number of regular 'application management' duties. These included weekly management and performance reports, capacity management reviews together with in-depth studies of ongoing problems and incidents.
Further to the operational elements of my role, I oversaw the implementation of an IT Application rationalisation programme together with being a key member of the SAP transformation strategy group which lead to me managing the roll out of a SAP single platform together with the implementation of SAP HANA and Competency Centre. Some of my other key duties include;
• Business Engagement
• Applications Risk Management and Service Improvement
• Impact of Projects
• Supplier management
Other Roles
Based in Nottingham I was employed to manage and support all IT applications across the entire IT estate for Boots retail business. This covered some 2,500 stores across the UK together with a large. Com business within the UK, Ireland and Europe.
Together with my support and delivery duties I carried out a number of regular 'application management' duties. These included weekly management and performance reports, capacity management reviews together with in-depth studies of ongoing problems and incidents.
Further to the operational elements of my role, I oversaw the implementation of an IT Application rationalisation programme together with being a key member of the SAP transformation strategy group which lead to me managing the roll out of a SAP single platform together with the implementation of SAP HANA and Competency Centre. Some of my other key duties include;
• Business Engagement
• Applications Risk Management and Service Improvement
• Impact of Projects
• Supplier management
Other Roles
Retail, SAP, Risk Management, SoMe, Management, Service, It, Implementation, Transformation, SAP HANA, Support, Application Management, Service Delivery, ME, Platform
2012 - 2012
job
Service Delivery Manager
Tarmac Ltd.
Contract
Service, Service Delivery Manager, Service Delivery, Manager
2010 - 2011
job
Group IT Application Support Manager
Brightside Group.
Contract
It, Support, Manager
2009 - 2010
job
Head of IT Application Support
Balfour Beatty Workplace.
Contract
It, Support
2008 - 2009
job
Senior IT Application and Delivery Manager
Leaseplan UK.
Contract
It, Manager
2008 - 2008
job
Manager - IT Service Delivery
Xerox Corporation.
(Europe) Contract
Service, It, Service Delivery, Manager
2006 - 2007
job
Head - IT Service Delivery & Support
MFI.
Contract
Service, It, Support, Service Delivery
My education
1999
-
2002
Oxford Brookes University
Masters, MBA
Masters, MBA
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