As Head of Professional Services I developed and introduced a new billable service for customers which allowed them to receive monthly or quartery exports of analysed sequence data for their use in predicting trends.

This involved the export of large sequenced data in the form of VCF SNV files. I managed the project team which included a Project Manager, Bioinformatics Consultant, DBA and DevOps in order to ensure the first customer was properly onboarded and that the customer would receive notifications when the data export was ready.

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As Head of Professional Services I took over responsibility for a number of software integrations written by a bioinformatics consultant who had previously left the company. One of these integrations was supplied to a parnter organisation and had been reported to have an undetected design flaw which raised a ‘highest severity’ ticket. No-one in my team was familiar with the code, so I had to reach out and coordinate with DevOps and Engineering for assistance.

Through bargaining and persistance I secured some time of one of the lead bioinformaticians to take a look at the code, review the clients requirements and make the changes. This was the easiest part – I recognised the issue with the code myself, but as I wouldn’t understand the genomics interpretation part, I did not want to make edits myself. The second part of the issue was with clinical decisions that had already been made with the flawed code. There was little that I could do here, but it was down to me to make sure that the right resources were aware and assigned to figure out which decisions had been impacted to report back to the client.

The code fix was done within SLAs, finding the impacted clinical decisions took longer. My final action was to ensure that the application was correctly documented for future support and ensure that the client sign off on the new implementation of the code (to ensure that there is record of agreement that it now worked as expected – which was missing before).

I was also engaged with this partner through organising a resource to work on custom reporting, using a combination of python and flask. I acted as liaison and project manager with the customer ensuring that the code was developed to specification and that milestones for delivery, test and sign off were met.

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I was hired as a Delivery Manager and Enterprise Architect for the global rollout of Discovery and CMDB for an international Managment Consulting company. This was a 2 year programme directed at North America and European regions worth €2m.

In the first year I identified and implemented €90k worth of cost savings to the programme by automating level 1 support so that the resources were no longer required. I led a team of 8 offshore engineers in India and Poland and was responsible for their training and managing their progress on the the deployment to individual accounts.

I reported to the Programme Manager and was responsible for not only the software architecture but the security design needed to obtain global CISO sign off and allow the programme to proceed when it hit a major hurdle and was blocked by security compliance. One of the many hurdles was implementing RBAC into the solution which had not been designed for full RBAC control.

I worked with one of my lead engineers to find and document all the group permissions available in the tool, then employed a hack to prevent certain pages from loading without the right permissions. This satisfied the requirements of Global CISO. During the process we even discovered a vulnerability that allowed access without permissions, which was reported back to the vendor. The vendor was so impressed that they asked if they could see our documentation.

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I stepped into this project as Project Manager after it had started, but the key Solution Architect had left the business. I therefore needed to provide some guidance for the project delivery but also leverage my own technical skill to support the consultant.

There were a number of issues from workshop that had not been resolved and so the first task was to align with the client on what had been agreed. I then looked at identifying change requests from the client and arranged this into a Gap Analysis with estimates as to effort.

During deployment I was able to get hands on in designing the main Nimsoft/UIM Monitoring Dashboard using the built in tooling, I also leveraged my experience with ITAM discovery to assist with setting up the SNMP traps, despite not really being familiar with the tool.

The client were very satisfied that despite the loos of our Solution Architect, the project was handled carefully and delivered as expected.

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I worked as a Project Manager for a UK London based charity client who presented some difficult challenges. The ITSM deployment was standard Ivanti ITSM with Incident, Change and Service Request modules. Workshops were held and a Gap Analysis document was produced for the customer.

A standard project included only one round of review and feedback with a view to any revisions, however the client was very indecisive and had a lot of questions which resulted in several versions of the GA doc being proposed. After the solution was deployed issues were raised over design decisions – they disputed the latest version of the GA, and insisted that one of the earlier versions was the agreed version.

To resolve this, I took some time to quiz the consultant on how much effort it would be to make the changes they require, and after clarifying that it was mostly some ‘flick of the switch’ settings – I agreed that we would accomodate their disputed requirements.

After deployment, we also had to arrange training on each module. The client complained about the first trainer, so I arranged for a new trainer for the second session. This trainer also recieved complaints, so I organised another consultant for the final round of training – who predictably also recieved complaints.

As they had substantial complaints about not recieving the appropriate amount of training, I took the decision to deploy a consultant on-site for some extra consultancy days (agreed with the vendor) to for them to essentially request whatever changes they wanted and provide hands on knowledge transfer. This finally seemed to satisfy them and they even gave good feedback about my final consultant.

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I acted as Project Manager to deploy Ivanti ITSM to a major UK law firm worth £20,000 in billable consultancy. I organised the workshops and kept track of time and change requests.

During deployment, I had to urgently manage a complaint from the client as our associate consultant had become stuck troubleshooting an issue and the clients confidence had been dented. I caught a train into London that day to meet the client and consultant onsite and, whilst looking at the problem, leaned on my own technical skills to troubleshoot the solution.

I then followed up with the vendor to confirm that it was a verified bug, and after giving a pep talk and advice to the consultant, I spoke with the client to clear up the misunderstanding and win their confidence back. I managed to convince them to keep our consultant onsite and continue the project.

The result is that I gained their confidence and they came back to us later for further implementations of ITSM modules.

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A UK non-profit organisation planned datacenter move within the next 12 months. The required an understanding of their environment, the servers, applications and storage. Their main focus was on Production, DMZ and Disaster Recovery.

A successful proof of concept had been carried out prior and they were ready for deployment of the ITAM scanning solution.

A workshop was conducted to assess their capabilities and readiness as well as determine how the solution would be deployed. This results in a Solution Design and commencement of the deployment of scanning.

The client also required modelling of their application architecture in preparation, so they could understand the dependencies for the move. As well as delivering on these requirements within a six week timeframe, I was able to provide additional value by identifying approximately 100 Windows servers that were out of compliance.

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I project managed the deployment of a new ITSM system to an English County Council as part of their Digital Transformation drive. This called for multiple workshops to scope Incident, Service and Change management. One particular challenge was managing their changing requirements.

This would not ordinarily be difficult for a Project Manager to handle, but the consultant was not experienced with working under a PM or push back on requirements – therefore I discovered that the client had habit of going directly to the consultant with the changes they wanted, causing scope creep.

When I discovered this I instructed the consultant that they were to work to specification and not accept any more instruction changes from the client. This obviously did not go down well with the client who, rather than approach me, complained to the vendor directly. I defended my decision and cited the risks on delivery if the customer kept making changes to the scope without consulting the PMO.

Although they were unhappy, they did accept the points that I made. The business agreed with the vendor that we would extend the project and provide some free consultancy as a gesture of goodwill to the client, getting their agreement to stick to the budget and the plan.

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I was contracted to a this British Transport Company to provide consultancy services in the area of modelling approximately 60 business applications. Some of them had been modelled before but had fallen behind on maintenance and the model had drifted. Others needed to be modelled from scratch.

The method chosen by the client was to do the modelling through questionnaires to SMEs who would provide the initial seed data. This then allowed me to model the architecture for each application.

Whilst working onsite, I was asked if it was possible scan and report details of SSL certificates, as the company was having issues with certificates expiring. I quoted them work on developing a solution from scratch that would work with BMC Discovery. This was designed and implemented within 3 days, which allowed the client to save £20,000 on an anual subscription to a 3rd part piece of software.

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