Mhairi Granger

o Accountable for the service experience and digital transformation strategy for the IT Service Desk along with management of stakeholders enabling the business is operating to its full potential providing incident, escalation, service request and user account management services.
o Lead Agile Project to migrate the Major Incident Management process ownership between departments and improve as required. Through the agile sprints it was migrated, then simplified and digital tools implemented… Show more

o Accountable for the service experience and digital transformation strategy for the IT Service Desk along with management of stakeholders enabling the business is operating to its full potential providing incident, escalation, service request and user account management services.
o Lead Agile Project to migrate the Major Incident Management process ownership between departments and improve as required. Through the agile sprints it was migrated, then simplified and digital tools implemented to automate key elements like engineer callout & communication providing a massively improved service.
o Consolidation from multiple systems into a single Change Management ITSM Application.
o Transformational reporting of MI capability through use of Splunk, Qliksense and PowerBI. Enabling self-service digital reporting of Management Information.
o Automation of user access management.
o Digitalisation of the Service Transition process through use of JIRA.
o Accountable for successful Service Transition of all IT Projects into production environments.
o Responsible & ownership for all Operations Process Governance, policy setting, continuous improvement, transformation & reporting across ITIL processes; Change, Incident & Problem Management, user account management.
o Delivering simplicity across the area and embedding agile methodologies to manage workload.
o Enabling and coaching the team to work utilising Agile / Kanban / Lean methodologies using digital ways of working utilising JIRA / O365 solutions & embedding the DevOps culture.
o Successfully completed the annual audit compliance year on year for ISO27001, SOX etc.
o Directing and coaching a team of 12 direct reports with 2 sub-teams, total of 30 support colleagues along with circa 200 colleagues offshore. Team includes Process Governance Managers, Transformation Managers, Change Managers / Analysts, Team Managers, UAM Specialists, Service Desk Managers / Analysts, Quality Managers / Specialists. Show less

o Lead programme of work successfully delivering the strategy to consolidate the Enterprise and Consumer IT Operations teams, covering processes and tools.
o Successfully initiated and delivered the consolidated ITSM tools which enabled incident & Problem management to be standardised across the Enterprise and Consumer IT areas.
o Successfully implemented AI / Chatbot capability for incident logging.
o AIOps / Monitoring Programme initiated and capabilities delivered.
o Full… Show more

o Lead programme of work successfully delivering the strategy to consolidate the Enterprise and Consumer IT Operations teams, covering processes and tools.
o Successfully initiated and delivered the consolidated ITSM tools which enabled incident & Problem management to be standardised across the Enterprise and Consumer IT areas.
o Successfully implemented AI / Chatbot capability for incident logging.
o AIOps / Monitoring Programme initiated and capabilities delivered.
o Full accountability for the leadership, execution and operational delivery of multiple enterprise based solutions for Vodafone UK, including Order Management, Billing, BI and ITSM Tools.
o Overall ownership and responsibility for the overarching offering lifecycle management including performance, tracking and OPEX.
o Ensured effective Service Management of the offering along with management of stakeholders to deliver the required SLAs enabling the company growth. Carried out continuous reviews of contracts and commercial capability.
o Accountable to ensure the support models are in place with suppliers to provide effective IT Operational management including engagement process and risk management to deliver to required SLAs / OLAs enabling the company growth.
o Forged the relationship between Vodafone UK strategic partners, responsible for day to day service management of the IT stack ensuring value is provided. Constructed continuous review of contracts and commercial capability. Develop, influence, maintain and improve the capability within the domain and wider Technology organisation. Work with Service managers to ensure service and customer journeys have appropriate SLAs/KPIs/OLAs.
o Managed a team of 10 direct reports with 3 sub-teams of application analysts, data solutions analysts / scientists, project managers & transformation managers. Offshore the team was circa 200 covering application support, project teams, business analysts and testers. Show less

During this role my accountabilities include:
o Seconded to the role of Senior Manager for Enterprise IT. The team scope of 12 direct reports with 9 sub-teams, total of 69 support colleagues within the Enterprise IT Operations Team along with the outsourced Operational teams of circa 200 colleagues. The team covered application analysts, data solutions analysts / scientists, project managers, team managers & transformation managers. Outsourced teams covered application support… Show more

During this role my accountabilities include:
o Seconded to the role of Senior Manager for Enterprise IT. The team scope of 12 direct reports with 9 sub-teams, total of 69 support colleagues within the Enterprise IT Operations Team along with the outsourced Operational teams of circa 200 colleagues. The team covered application analysts, data solutions analysts / scientists, project managers, team managers & transformation managers. Outsourced teams covered application support, infrastructure specialists, project teams, business analysts and testers.
o Initiated programme to consolidate Enterprise and Consumer IT Operations teams, setting out and gaining agreement with the CIO and business stakeholders for the strategy.
o Accountable to ensure the end to end operational stability of 300+ applications supporting the UK and Global Enterprise business covering Billing, Order Management, BI, ITSM Tools, Network Management and Monitoring along with the underpinning Infrastructure.
o Financial accountability of Operational Budget c£50M. Delivery of key budget challenges, including a freeze on recruitment to replace key resources with no impact to service.
o Mentored the team through this period of organisational change. Setting out clear communication strategy to stakeholders ensuring awareness of changes / successes within the area.
o Inspiring the team to ensure that we delivered against our business goals / SLA’s / KPI’s for Operational Excellence.
o Strengthened my personal skills through the Vodafone Breakthrough Programme which was aimed at Talent within the company.

My key achievements included:
• Consolidation of UK Mobile and Enterprise IT Operations Teams
• Managing a bid process and subsequent transition of Operational support from 2 vendors into a new vendor without any impact to service, along with delivering improvements to the service within 2 months of transition along with £3M (40%) savings due to the efficiencies identified. Show less

•Team scope of 6 direct reports with 3 sub-teams, total of 33 direct reports. Along with management of outsourced Operational teams of circa 150 colleagues.
•Setting team and individual objectives, managing both good and bad performance within the team.
•Creation and implementation of IT Operations support strategy for all systems within scope of the Enterprise area of Vodafone
•Supporting the business in delivery of OPEX budget targets to support the year end figures.
•Mentoring of… Show more

•Team scope of 6 direct reports with 3 sub-teams, total of 33 direct reports. Along with management of outsourced Operational teams of circa 150 colleagues.
•Setting team and individual objectives, managing both good and bad performance within the team.
•Creation and implementation of IT Operations support strategy for all systems within scope of the Enterprise area of Vodafone
•Supporting the business in delivery of OPEX budget targets to support the year end figures.
•Mentoring of colleagues to assist with developing their careers. Show less

•Managed a team of 17 development and support colleagues within the Enterprise Technology team.
•Team scope of 9 direct reports and 2 sub-teams, total of 17 direct reports. Along with management of outsourced Operational and Development teams of circa 150 colleagues.
•Setting team and individual objectives, managing both good and bad performance within the team.
•Support of colleagues through the cultural change and integration with Vodafone following the takeover of C&WW.
•Creation… Show more

•Managed a team of 17 development and support colleagues within the Enterprise Technology team.
•Team scope of 9 direct reports and 2 sub-teams, total of 17 direct reports. Along with management of outsourced Operational and Development teams of circa 150 colleagues.
•Setting team and individual objectives, managing both good and bad performance within the team.
•Support of colleagues through the cultural change and integration with Vodafone following the takeover of C&WW.
•Creation and implementation of IT Billing Roadmap to migrate services from a number of legacy systems / processes within C&WW into Vodafone.
•Creation and implementation of IT Roadmap focused on the new and fresh Vodafone Carrier Services business.
•Supporting the business in delivery of budget targets to support the year end figures.
•Mentoring of colleagues within C&WW which has assisted with developing their careers.
•Reduction in backlog of incidents by 60% and inflow of incidents by 35% between April 2012 to March 2013 Show less

•Merged a team of 6 from different areas, carried out cross training and removed single threading in 2 key areas of support.
•Managed outsourcing contracts supporting >200 applications with teams of circa 150 colleagues. Responsibilities included contract creation / renewals / renegotiations, SLA management along with the associated Opex budget management.
•Delivered outsourced managed service contract covering the order processing system which managed the procurement process for… Show more

•Merged a team of 6 from different areas, carried out cross training and removed single threading in 2 key areas of support.
•Managed outsourcing contracts supporting >200 applications with teams of circa 150 colleagues. Responsibilities included contract creation / renewals / renegotiations, SLA management along with the associated Opex budget management.
•Delivered outsourced managed service contract covering the order processing system which managed the procurement process for high care customers including Virgin Media & Tesco. Implemented ITIL aligned process, within 6 months of contract commencement with fault volumes reduced by >60% and Major Incidents were eliminated.
•Implemented a governance process to manage key Stakeholders which improved communication between the teams and increased customer satisfaction and trust.
•Delivered the integration of the IT Support from Thus Telecoms into Cable & Wireless utilising in-house and outsourced resources to an optimum operating model. £1m O&M savings in year delivered.
•Drove the use of ITIL based processes within the teams to deliver reduced inflow of incidents, 40%+ reduction within 12 months.
•Part of the Talent Development Programme that focused on nurturing the capability of the Rising Stars across the business. Show less

•Provided leadership to the Partner suppliers, who supported >200 applications across the BSS/OSS portfolio with teams of circa 150 colleagues to improve service and customer focus.
•Delivered Sevice Improvement Plans to driving down incident volumes & increase customer satisfaction
•Managed the interface between the partner suppliers, IT Development and 3rd parties to deliver an efficient and reliable end to end support model.

•Delivery of an IT Services department of 9 colleagues which was underpinned by the use of ITIL best practices supporting key applications in use, including SAP, various telecom Billing, OSS and bespoke Provisioning systems.
•Secondment to Cable & Wireless / Thus Plc integration team, to manage initial IT programme setup during period of consultation following company acquisition.
•Standardised the Service Level Management of approx. 50 suppliers through renegotiation of contracts with… Show more

•Delivery of an IT Services department of 9 colleagues which was underpinned by the use of ITIL best practices supporting key applications in use, including SAP, various telecom Billing, OSS and bespoke Provisioning systems.
•Secondment to Cable & Wireless / Thus Plc integration team, to manage initial IT programme setup during period of consultation following company acquisition.
•Standardised the Service Level Management of approx. 50 suppliers through renegotiation of contracts with support from Procurement which subsequently allowed us to consolidate our supplier base by 40%.
•Reduction of IT Maintenance Opex of £8m by 50% over 12 months. Savings achieved by reviewing mix of in-source and outsource partners whilst ensuring continued quality of service throughout.
•Creation & management of the IS Service Continuity Strategy reducing the risk to the business by effective analysis and management of risk..
•Chairperson of application vendor, Intec Systems, User Committee for Europe, Middle East & Africa (2008) which resulted in changes to the product roadmap which benefited THUS plc.
•Confirmed deputy for Head of IT, covering a number of duties including financial management of the Operational Budgets.
•Part of the THUS Accelerated Development Programme that focused on developing budget management, coaching and negotiation skills.
•Successful management of Systems Capacity Upgrade Programme to ensure successful integration of key business applications following company acquisitions (Thus Plc / Your Communications & C&WW). Show less

•Delivery of an IT Services department of 9 colleagues which was underpinned by the use of ITIL best practices supporting key applications in use, including SAP, various telecom Billing, OSS and bespoke Provisioning systems.
•Secondment to Cable & Wireless / Thus Plc integration team, to manage initial IT programme setup during period of consultation following company acquisition.
•Standardised the Service Level Management of approx. 50 suppliers through renegotiation of contracts with… Show more

•Delivery of an IT Services department of 9 colleagues which was underpinned by the use of ITIL best practices supporting key applications in use, including SAP, various telecom Billing, OSS and bespoke Provisioning systems.
•Secondment to Cable & Wireless / Thus Plc integration team, to manage initial IT programme setup during period of consultation following company acquisition.
•Standardised the Service Level Management of approx. 50 suppliers through renegotiation of contracts with support from Procurement which subsequently allowed us to consolidate our supplier base by 40%.
•Reduction of IT Maintenance Opex of £8m by 50% over 12 months. Savings achieved by reviewing mix of in-source and outsource partners whilst ensuring continued quality of service throughout.
•Creation & management of the IS Service Continuity Strategy reducing the risk to the business by effective analysis and management of risk..
•Chairperson of application vendor, Intec Systems, User Committee for Europe, Middle East & Africa (2008) which resulted in changes to the product roadmap which benefited THUS plc.
•Confirmed deputy for Head of IT, covering a number of duties including financial management of the Operational Budgets.
•Part of the THUS Accelerated Development Programme that focused on developing budget management, coaching and negotiation skills.
•Successful management of Systems Capacity Upgrade Programme to ensure successful integration of key business applications following company acquisitions (Thus Plc / Your Communications & C&WW). Show less

Provided 2nd & 3rd line application support to the users across the business. Organise and implement handover of new tasks/projects into the team, including the successful implementation of Sales contacts system, SalesLogix, and Order Processing system, Remedy.