Project- and Program Manager, Service Delivery Manager, Transition Manager

Following the return to Germany, management and execution of projects in the field of digital mail room service optimization, document management and electronic mail and document processing.

Implementation of new contracts, charged with the responsibility of managing all technical and operational structures and the intensive care of the key account:

• Implementation of the service for the electronic processing of documents at Swiss Post Solutions GmbH; development and conclusion of a framework agreement including service portfolio, service level agreement, testing and acceptance concept, support and change management processes.
• Migration of an OCR system at the customer site including the development of a support concept and its implementation.

Promoted in 2009 to direct the design, transition and delivery of services and support to ITS Ltd clients in New Zealand, Australasia and USA in the Retail, Hospitality, Banking, Parking and Petroleum industry.

Challenged to consolidate the service support departments following the merger of two IT service solutions providers acquired by Linfox Armaguard, Australia.

Management of the Call Centre, Technical Helpdesk, Technical Services and Repair Centre, leading a team of seven operational managers consisting of 5 line managers and two regional managers, disciplinary responsibility for +45 staff.

Accountable for an operational budget of approx. 5 Mill. NZ Dollars and service revenue of approx. 12 Mill. NZ Dollars. Exceeding revenue budget every quarter by approx. 10 %.

• Consolidation of the Service and Support departments following the Merger and Acquisition of two IT Solutions providers to accommodate the continuous growth of the company and customer base that included the restructuring of the Business Unit, redefining roles and job descriptions, performance frameworks and conducting interviews and induction programs. By ensuring the understanding of and gain buy-in for proposed and newly implemented changes the teams were successfully led through the transition of change with a 100% success rate in retaining valuable staff members.
• Defining the service portfolio based on the market demand analysis and assessment of the existing service capabilities and resources.
• Design, conception and contract conclusion for the service offer for Cash Collection services and the commissioning, installation and support of:
  • Wincor Nixdorf ATM‘s (Travellex, Kiwibank, Westpac New Zealand).
  • Parking Terminals (City Councils, private Parking sites).
  • Point-of-Sale und Backoffice Systems in the Retail Fuel Industry.
• Implementation of an Enterprise IP Telephony Systems (CIC Interactive Intelligence) following the development of a formalized business case.
• Development and deployment of a Loyalty solution for a nationwide operating Supermarket Chain and the establishment of a 24/7 Call Centre/Helpdesk operation supporting 30,000+ card holders.
• Designed and implemented customer satisfaction surveys to measure perceived performance and value importance relating to product, service delivery and support staff behaviour that resulted in additional service offering and improved customer relationship – Foodstuffs Christmas Club.
• Workflow and profit analysis of secondary services and subsequent outsourcing to subsidiary increased the EBIT of this account by 20%.

Recruited by this IT Solutions provider in the Banking, Retail and Petroleum Industry to manage the day-to-day operation of the Service Desk and Technical Helpdesk Team of 15 Staff with accountability for human resources, operations, customer service and quality improvements.

Promoted in 2005 to manage all operational functions of the Service Support department (Service Desk, Technical Helpdesk, Technical Services, Repair Center). Management of a team of 30+ staff consisting of three line managers and two regional managers and a team of approx. 12 Sub-Contractors.

• Optimization of in-house Hardware Support processes to fulfil the demand for PCI standards and regulations (Australia and New Zealand Banking Group Limited (ANZ)/ National Bank of New Zealand).
• Implementation of an Asset Management and Service Invoicing Module (technology, processes and policies) with the objective to improve the effectiveness and efficiency in invoice and parts processing and decrease on asset loss; fulfilling the customer’s demand to become SOX compliant (Chevron New Zealand).
• Establishing and managing a nationwide network of Sub-Contractors; definition of Operational Level Agreements and performance measurements.
• Operational efficiency and effectiveness were achieved by re-designing the service support department’s objectives using ITIL process framework, defining job profiles, performance measurement framework and recruiting skilled personnel.