My client CIO had decided to implement an ERP solution and needed an enduring support function. I had been recommended by one of his Senior Leadership Team.

To review the current team to establish an internal support team that would grow in skills being supported by an extrernal suppliers capability and capacity and recommend the end state support function.

I undertook the development of a skills matrix (including soft skills) of the current team and organised the relevant cross training requirments for a new world support team together with key hires.

I was responsible for the RFP process, the contract negotiations and the final sign off, working with the legal team, procurement and c-suite to deliver a multi-year support and development contract.

I also developed offshore capability to support the legacy systems in tandem whilst the Programme managed the transition from old to new.

The result was an internal second line support team made up of internal transfers, upskilling and key hires, backed by a five year third party support and development contract with a three year exit clause to support a Global ERP Centre of Expertise, saving £250k during set up and ongoing £200k pa against original budget forecast.

On going leadership of a 40-strong team together with contract management of a significant third party contract base providing development and support across platforms,providing coaching and mentoring to re-energise, right size, right skill and right shore a failing internal department, significantly improving business perception of and engagement by the internal IT department.

• contract management
• IT Service Management & Design
• TOM (Target Operating Model)
• SAP

• Purpose to Portfolio

• Education