About.
INSPIRED BY CHALLENGE.
Work.
CAREER.
The BT Client Partner leads all client engagement and is responsible for managing BT Global Services largest customers. This is the most senior client facing role in BT and is responsible for the full life cycle of engagement with a client. The Client Partner is supported by the Account Director, Client Service Director, the Chief Technology Officer and the Business Director and their teams.
Lead all aspects of BT’s operational engagements, and own the operational budget, for high-profile, global corporations. Interface with client executives and key stakeholders to ascertain sales opportunities, recommend solution strategies, and direct execution. Managing the largest WAN Transformation programme in BT whereby 1’100 sites being migrated to new technical solutions.
Overall owner of the Service Relationship between a major global pharmaceutical client and BT through a large IT & Telecom outsourcing project. This entails being the budget owner and accountable for the full life-cycle of the services, including delivering new services, on-going improvement of the Customer Experience with regard to BT Services and to ensure that the Managed BT Services are enablers to protect and grow the revenues within the assigned account base.
For one of the first true IT & Telecommunications Outsourcing contracts in BT Switzerland, I built up and implemented the Service & Governance Model for this Swiss Special Chemicals client. The account was a Pioneer in BT as a full Outsourcing contract spanning over 4 Service Towers in a bespoke setup. The work included Hiring, Training and supporting new staff, overcoming several contractual grey areas through negotiations, providing a Service beyond expectations to the client and resulted in a very successful P&L showing profit already in the first fiscal year.
End-to-end responsibility for all aspects of the organization’s information technology and systems. This included developing and executing on the IT strategy within the given budget.
– Coordinated delivery of services to user groups to ensure uninterrupted IT service.
– Collaborated with the leadership team to develop and implement a strong and sustainable information systems strategy that meets the clients and business needs.
– Advised the leadership team on key IT technologies, risks, competitive threats and other significant trends.
– Delivered and supported informatics and IT systems to implement the informatics strategy and support business needs.
– Lead the IT planning process, and oversaw the IT budget.
– Managed the deployment, monitoring, maintenance, upgrade, and support of IT systems, including networks, data centers, servers, PCs, operating systems, and associated hardware & software.
– Managed and negotiated vendor relationships and external consultants for computer and communication technology hardware, software and services.
– Ensured that operational problems for Teleglobe Switzerland customer got resolved without revenue losses for Teleglobe.
– Hired, trained and supervised a small group of staff. Acted as escalation point for complex orders and incidents.
– Organized and set up IP-Peering’s with Teleglobe Switzerland IP-Backbone peers.
– Implemented 50 customers in total, of which 30 where voice orders generating a volume of 17 Million voice minutes per month.
Main responsibility was to be the customer interface for operational service and technical issues, working close to the Sales organisation and the 24×7 Customer Care Centre.
– Lead Customer specific projects and managed technical customer requests.
– Established a solid pre-sales/implementation relationship with the customer, main focus on
the Top-10 customers.
– Ensured a positive operational relationship with the Customers.
– Supported all products (Voice, Managed Bandwidth Services and IP) for sales on a
technical level.
Responsible to build-up and manage the Security Services Management Centre (SSMC). It was a project employment for 3 months that did not get extended because of insufficient Customer base.
Identified, structured, implemented and improved the company internal processes, compliant to ISO 9001.
– Supported the organisation by identifying operational and technical problems and recommended solutions for engineering and operational enhancements.
– Organised, planned and lead training sessions for newly implemented processes/changes.
Experience.
RESULT MATTERS.
01. LEADERSHIP.
A proven and experienced Leader focusing on building and managing top performing teams.
02. SALES & ACCOUNT MANAGEMENT.
Whether in direct or indirect Sales roles, always looking at ensuring positive customer business outcomes.
03. SERVICE MANAGEMENT.
End to end ITIL Service Management is the core of my experience.
04. PROJECT MANAGEMENT.
Long experience of Defining, Managing and Delivering projects as well as managing large project and programme teams.
MY BLOG.
10 Ways to Increase Sales Productivity without Hiring More Salespeople
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The 7 Sales Process Steps You Need to Reinforce
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Digital transformation in 2019: The business trends
The latest trends in digital transformation for next year reflect some particularly hard won lessons from the past few years, on both the business and technology sides. It's worthwhile taking the time to understand how [...]
The 6 Sales Skills That Will Make You Stand Out
With the rise of technology, it would seem that time spent developing "hard skills" would be useful. It's easy to think that future-proofing your sales career would come from product knowledge and getting the latest [...]
How to build a digital transformation strategy
What can you do to give your digital transformation the best chance of succeeding? Experts point to a few critical pieces of the puzzle, such as changing the culture of IT, identifying and convincing stakeholders [...]
3 Steps for Your 2019 Digital Transformation Strategy
By the end of 2019, Forrester predicts that 40% of enterprises will have automation centers and frameworks in place as they try to find the best way to structure their technology and workflows. With process [...]
Todays IT and Networking world is quick, disruptive and always changing. To keep up is not easy and requires constant development. You don’t need to be cutting edge, but your strategy should ensure you are making best use of the potential benefits.
IT STRATEGY.
The classic approach to developing a new technology strategy involves a fairly structured, sequential process that produces a long-term view of the organisation’s technology requirements together with a plan for meeting these needs.
However, speed and agility are becoming key factors in determining whether an organisation can survive in the fast-moving and dynamic markets that are the hallmark of the digital world. Business strategies need to be flexible and organisations need to be able to change direction, reprioritise and create new capabilities more quickly and more often than they have done in the past.
I can help you defining that balance between your classic and agile IT strategy.