[BSc. Hons, MCP, CheckPoint CCSA, ITIL v3, PRINCE2 certified]
Marital Status: Married
Driving Licence: Full (clean)
Security Clearance: SC Level (held with Airbus Defence & Space until 20 Jan 2027)
Focused and success driven person who gets on very well with people at all levels. Ability to apply himself professionally at all levels, assertive when required and able to make informed decisions. Has strong Stakeholder Management experience. Organised and works well under pressure. Pragmatic person. Focused on factual/practical information and do not deviate/digress. Have a strong technical background, a good thought process and constantly setting myself new challenges.
Position Sought: A contract position as a Project/Release or Portfolio/Service Delivery Manager
Employee: AIRBUS Defence & Space (via Hunter MacDonald) [Europe] July 2016 – Nov 2017
Project / Release Manager (Site Manager)
Assigned to AIRBUS to work with ESA (European Space Agency) on the Galileo Programme.
Objectives where to manage 2 Ground Control Segments for Earth Observation, Navigation & Science (ENS).
Manage 2 sites (Germany and Italy) and 6 remote Antenna sites (Kiruna, Kourou, Nuomea, Reunion, Redu, Papette) that communicate and support orbiting Satellites. To support Daily Site Operations, Satellite launches and Special Maneuvers. To Support Ground Control Segments and Satellites for completed missions and prepare with new software for the next scientific mission. Size of both Site teams approx. 20 resources.
Excellent Stakeholder Management skills/experience for driving and coordinating the flow down from the Airbus Programme Director.
Ensuring activities/milestone tasks are planned, resourced and coordinated between all GCS sites to maintain alignment.
Provide guidance, direction and Leadership to Site managers, onsite teams and other Work Area Managers. Set priorities and deal with any escalation issues.
Support both sites Daily Activities.
Supplier Management. Work closely with suppliers ensuring checkpoints are in place before accepting new releases for sites/satellites.
Attend a number of GCS meetings:
ARB – Anomaly Review board. To defend Incidents/Problems. To ensure correct priority assigned to minimise impact to Operations or Schedule.
CCB – Change Control Board. To defend required CCRs (Change Requests) aligned to Deployment Schedule.
Chair the Airbus Daily Site Coordination Meeting between, Germany, Italy and UK.
Represent ESA & Airbus at weekly Mid-Term Planning meeting (joined up meeting with all Suppliers and Agencies on the Galileo Programme)
Coordinate Releases and ensure timely releases according to resource and planning.
During this contract Airbus released their Germany Site Manager. As a result I stepped in a dual role from January to Oct 2017 to include being the Germany Site Manager in Munich (German Space Operations Centre). This resulted in travelling weekly to mostly Germany and occasionally to Italy (Fucino Space Centre).
This was a very exciting, demanding, niche and rare opportunity. As a senior member of the Hunter MacDonald team, I was parachuted into the Galileo programme to achieve a successful Technical Delivery by end of Oct 2017. This was our steer and commitment to Airbus which was successfully achieved and reason for end of assignment.
Work to identify and set the programme up for success by creating all necessary work streams to ensure the programme is delivered and successfully adopted by operational communities.
Successfully deliver multiple, simultaneous IT Delivery projects within agreed timescales and budgets.
Leading, managing and coaching multidisciplinary team, setting guidelines and principles.
Ensure Daily Site activities on all environments across sites are planned, resourced and scheduled. Work with the Customer (ESA) to coordinate Inter-site and Remote site Activities/Alignment. To communicate any variance to planned activities.
Provide guidance, direction and Leadership to Site managers and the onsite teams. Set priorities and deal with any escalation issues.
Work with the Work Area Managers to plan site activities and remove any blockers/issues that may impact the Schedule.
Assist the Programme Director to manage tasks/activities/planning to assist to a successful Close out.
A customer-centric approach with a demonstrable ability to manage and influence customer's and key stakeholder's expectations.
Ability to deliver results against targets, standards and milestones as defined by the customer and Programme Manager.
Effective management of project finances, project risks and issues and project scope change.
Accountability for the quality and accuracy of own and team deliverables.
Problem solving and judgement a in the pressurised environment.
Deal proactively with problems and act appropriately and decisively to resolve.
Successfully identify and address critical issues, obtain support and buy in from stakeholders.
Ability to work well as part of a team and be required to work without direct supervision.
Ability to address issues and remove blockers before they impact the Schedule and the agreed Technical Delivery.
Able to chair meetings at short notice and ratify a way forward with clarity.
Positive and encouraging feedback from ESA on making a noticeable difference since joining the programme.
Building confidence into the Customer (ESA). Provided greater assurance to the Customer with new processes introduced to maximise success.
Business process improvement methods
Managing vendor relationships
Deep understanding of Release Management processes
Continuous Integration (automation) and Version Control/Branching.
Understanding of environment management and configuration management
Implementing software projects into complex production environments.
Software development methodologies such as Waterfall, Agile etc
Working for an IT consultancy organisation.
Delivering incremental change with a live product.
Working in a continuous integration environment.
Employee: Volks Wagon Group UK [Milton Keynes] June 2015 – July 2016
Project Manager: Service Delivery & Release Manager
Working with Service Transition, Business Managers to transition new services into Live Production environments. In-depth knowledge of delivering complex systems/services from development, testing and operational support into Live.
To create, co-ordinate, verify and own the final release product or service to be rolled out to clients. To also ensure that all new services (or changes to existing services) are clearly communicated and implemented without incident.
To take the lead on ensuring that all release packages are built, installed, tested and deployed efficiently to target environments on schedule.
To define and agree release plans with customers and stakeholders.
To define, maintain and communicate the Service strategy and process, coordinating resources, communicating requirements and resolving issues where necessary.
To oversee release package acceptance and customer sign-off.
To ensure the following tasks for Service Introduction have been carried out or completed: lessons learned, documentation, training, Early Life Support, Warranty period, Defect Management process, Financials and Acceptance into Service.
To ensure Service Readiness and Release Readiness tasks identified have been completed.
To minimise unpredicted impact on production services and support activities.
To ensure that organisation and stakeholder change is managed throughout.
To record and manage deviations, risk and issues related to new or changed services.
To attend the monthly Release Board. Engage and support the running of the Change Management process.
Agree Release Governance and manage Go/No Go decision.
To define/update the Service/Release Management process.
Ability to undertake any ad-hoc requirements that may arise. Such as utilising experience and skills above Release Management: Service Transition, Environment Management, Change Management, Service Delivery.
To own major Incidents and Problems as SPOC.
Working with off-shore delivery teams.
Ability to work across multiple work streams.
Key Skills Knowledge and Experience
Knowledge of Managed Services methodologies
Strong understanding of the IT industry, infrastructure systems and hosting
Continuous Integration (Development & Service)
Experience managing Customer Accounts
Ability to manage the SIP and CSI processes for a customer portfolio
Ability to manage administration and multiple tasks in an accurate and timely manner, often against deadlines
End to end contract knowledge and management
Ability to communicate effectively at the appropriate levels, internally and externally
Stakeholder management skills
Ability to influence key stakeholders in Customer Accounts
Ability to translate and communicate business requirements and service requirements/specifications to varying levels of audience
Understanding of ITIL process and structure
Employee: Home Office [London] August 2014 – April 2015
Senior Service Manager – Service Performance Team for UK Border Force Systems Portfolio
Working with UK Border Systems Programme, successfully managing a Portfolio of Critical Services that were being transitioned into Home Office Technology (HOT) offerings to protect the UK Borders.
Working with Senior Stakeholders, overseas suppliers in India and HOT. Regular travel to Pune and Bangalore (India) to review SLA’s, KPI performance, quarterly Service Review, forthcoming projects and changes to service. Key to working with the Indian outsourced suppliers was common technical language, cultural communication differences, awareness of high staff turnover and the need to document agreed deviations or changes to contracts.
Successfully on boarding services, providing assurances that the underlying technology and processes are able to support the business. Key responsibilities to coordinate activities according to priority and requirements, in depth understanding of the services and the ability to think quickly and decisively.
Strong technical background and knowledge of Incident/Problem Management, Change & Release Management, Environment Management and attention to detail to consider every eventuality.
Close relationship with the Business, Outsourced Suppliers and Integrators. To be accountable and the SPoC for all vendor delivered services. Holding monthly Service Reviews with vendors/suppliers.
Requirements & Responsibilities:
Strong negotiation skills, ability to influence external partners/supplier, stakeholders and customers to secure beneficial outcomes.
Responsible for ensuring outsourced Services are delivered to agreed SLA’s.
Proven leadership in successful service delivery; successful design, delivery and ongoing management of services offered by technology.
Proven grasp and expertise in analysing and using customer insight and user performance data to design and continually improve services to fully meet user.
Worthy note is the removal of the on-site support office by introducing an open-space walk-in IT Surgery. Also provided a solution to minimise secure data becoming out of date and secure solutions for unmanned remote ports.
Planning for end-of-life hardware/ software.
Proven ability to challenge and remove any unnecessary barriers to service delivery.
Ability to expand business portfolio and offerings to end users.
Strong influencing skills for Continued Service Improvments, Service Credits, Payback Credits.
Financial Management exposure and experience working with Finance Teams.
Detailed knowledge and experience with ITIL and best practices for: Change, Problem, Risk, Incident and Live Services.
Managing and reporting against contracted SLAs. Providing KPI feedback to the business.
Review and track service performance meets agreed targets.
Define KPIs and regularly evaluate against quality, optimisation and any required fine tuning or process amendments.
Ability to foresee trends/problems and take appropriate actions to mitigate risk to service.
Bridging gaps in communication and act as go between when/where necessary.
Can do attitude, available out of hours, empowered to minimise/mitigate any risk to business and services.
Employee: Computacenter – Direct Line Group [London] April 2014 – June 2014
Unfortunately, Computacenter and Direct Line Group were in a legal contractual stand-off that resulted in neither company willing to pay for the Release Manager. As a result my contract ended.
However, I hit the ground running and during my 7 weeks on the project I was able to put together the following:
Release Process for Computacenter.
Joint end-to-end Process model for Computacenter and DLG.
Release RACI model for both organisations.
Infrastructure Release Maintenance & Patching Schedule.
The above was presented to Computacenter and DLG stakeholders and approved.
Technology used: Wintel, vDisk, AppV, Msi, XenApp, XenDesktop, Citrix, SCCM, Thick Clients.
Dec-Jan 2013 – 6 weeks family vacation to India
Jan-Mar 2014 – Prince2 Certification
Employee: Atos – UKBA [London] April 2012 – Dec 2013
Project Manager: Service / Release
Working primarily as a Service Release Manager on the UK Border Agency account on the Immigration Case Worker Programme. Managed Releases for the Home Offices top four critical applications, PBS. Responsibilities to build and deploy into complex and mixed environments ensuring consistency, stability, performance and availability.
Parallel Activities. Manage releases for approx. 160 Silver applications for the Home Office following the full SDLC. Approx. 20 apps per 6 week cycle.
Responsible to provide coordination between application development and infrastructure to ensure end-to-end delivery of services to committed performance levels and availability. Including management of Development environment, release management and alignment of the application with the infrastructure to ensure system performance meets business and operational requirements. Also responsible for the Release Management lifecycle which includes scheduling, coordinating and the management of software releases across the enterprise for multiple applications across various Portfolios.
Key Release Duties
Working with Onshore and Offshore Teams.
Create and Publish Release Plans in conjunction with Technical Teams & Management.
Improve consistency in implementation approach.
Chair Technical walk through of Release/Service Transition Plan.
Manage Transition into Service.
Manage and assess impact to Users, applications, infrastructure, Network, Security, Tooling, Storage, Data Centres, existing processes and 3rd Parties.
Manage remote and multisite Deployment/Releases
Manage any escalations with Service/Project/Program Managers.
Generate enthusiasm among team members and facilitate effective team interaction.
Ensure day to day blockers are addressed and minimise any ad hoc deviations from plan.
Make informed decisions – i.e. when to Pause, Stop, Escalate or Rollback.
Provide updates to keep key Stakeholders informed.
Ensure Sign offs / Approvals met.
Liaise with business and IT partners on release scheduling and communication of progress.
Experienced in Wintel, .Net, MS SQL, Java, Oracle, Siebel, WebLogic and Web Services Development.
Use of industry supporting tools : GiT, Cram, Jenkins, SubVersion, AccuRev, Clearcase, JIRA.
Experienced in Windows Server 2003/8, IIS 6/7, and hosting, DNS and network configuration. VMWare and Snapshot Technology
Basic experience with PowerShell, shell scripting, Oracle (for back-ups, recovery, RMAN, logshipping)
Employee: IBM – UKBA ICW Programme [London] April 11 – April 2012
Worked as a Release Manager on the UK Border Agency – Immigration Case Worker (ICW) Programme through IBM. Programme to develop and Release the 1st version of the ICW Application.
Responsibilities to lead and manage a team setup to rapidly develop, test and release priority/emergency changes into Production. My team consisted of Client Representation, Application Architect, Service Managers, Development leads (Siebel, BPM, Java, .Net), Wintel/Unix/DBA Leads, Test Leads, Environment Manager, UAT/SIT Testers, 3rd Party Vendors and representatives from Oracle, Microsoft, Networking and Security partners.
Manage one or more releases throughout the full release lifecycle.
Working with Onshore and Offshore Teams.
Chair Release meetings.
Collaborate with stakeholders (eg Business Change, IT Testing, IT Development) to ensure patch release aligned to project.
Raise and represent Changes to CAB for approval. Address and resolve any concerns raised by the CAB Approvers.
Work/engage with 3rd Parties that feed into/out of the ICW Application. Ie. WICU (Watch List), Biometrics, Finger Prints, etc.
Consideration for inflight applications and data during Release Deployment.
Team Readiness – ensuring BAU Support Teams, Service Desk, Operations, Storage and Security aware and prepared for new releases to the application.
Be the Authority for approval before Customer Sign-offs are requested for Release Plans, Governance Documentation, Test Reports, Business Approval, etc.
Authority for Release Versioning and code Branching.
Due to the size of the Programme my role and responsibilities also overlapped into Project Management, Service Management. These extra responsibilities were to manage and coordinated the Cut-over, Service Transition and Go Live ELS Support activities.
Employee: Fujitsu Services (UK Public Sector) [Bracknell] Feb 09 – April 11
Technical Incident/Problem Manager, Systems Integration Engineer (Wintel)
Worked on project FLEX that delivered Framework Services to the UK Public Sector clients such as The Cabinet Office, HM Treasury, CAFCASS (Children And Family Court Advisory and Support Service) and ONS (Office of National Statistics).
Minimise number and severity of incidents/problems within the organization
Reduce the adverse impact that are caused by errors within the IT Infrastructure
Prevent recurrence of Incidents
Identify Problems and address them in priority order to mitigate disruption to IT Services.
Manage incidents to restore service to user/s as quickly as possible
Proactively identify/solve problems and known errors before they become incidents.
Problem Manage permanent solutions through analysis and investigation, leveraging upon the technical resource where required.
Managed a team of 7 Integrators. Have a high level of understanding of the technical environments and a strong technical background across platforms and secure environments. Ability to take complex problems and drive them through to completion. Ability to communicate to Technical Support teams/Senior Stakeholders with clear detailed understanding of Problem Management and Major Incident Management delivery.
Excellent experience of running Technical meetings/workshops/conferences to establish permanent solutions.
Employee: Oxfordshire County Council [Oxford City] Oct 08- Feb 09
ICT Wintel Systems Engineer / Team Leader
Employee: Fujitsu Defence (DII/C) [Basingstoke] Jan 06 – Oct 08
Systems Integration Engineer (Wintel)
Employee: EDS Defence. ATLAS Consortium (DII/F) [Reading] Mar 05 - Dec 05
Systems Integration Engineer (Wintel)
Employee: NQA (National Quality Assurance) [Dunstable] Jan 05-Mar 05
Wintel Server Engineer
Employee: Capgemini [Vauxhall, London] Aug 04 - Jan 05
Wintel Server Infrastructure Support
Employee: Camelot Group Plc [Watford] Jul 02 – Aug 04
Network Upgrade / 3rd Line Support Engineer
Employee: Carlisle Staffing Group [London] May 02 – Jul 02
Wintel Server, Network, 3rd Line Support
Employee: Chivas / Campbell Distillers [London] Jan 02 – May 02
Wintel Server Support / 3rd Line Support
Employee: Camelot Group PLC [Watford] Apr 01 - Dec 01
Wintel Technical Support Specialist.
Employee: Royal Institute of British Architects (RIBA). [London] Sept 00 – Apri01
Head of Computer Services.
Employee: Protégé Holdings Limited. [Borehamwood/Holborn, London] Jan 00 – Sept 00
Systems I.T. Manager.
Employee: ESOFT Limited [Oxford / Manchester] Sept 98 – Nov 99
Senior Technical Consultant
Employee: Xerox Language Services, Slough Apr 93 – Sept 98
Systems & Development Infrastructure Manager
Employee: DCM Services Ltd, [Hitchin] Aug 92 - Apr 93
Vittoria Tadini, [Italy] – 1989 Designing and maintaining databases in DB III.
Team Memores, [Italy] – 1992 Designing, developing and maintaining databases.
Qualifications & Achievements
BSc(Hon’s) Upper Second
Computer Science / Management Science (inc Italian)
Math’s, English, Geography, Sociology, Physics, Chemistry, Biology,
Team Leadership * Negotiation Skills * Time Management * Project Control & Management *
Team Building/Awareness *
P r i n c e 2
Prince2 Certification (2014)
I T I L v3
ITIL v3 (2012)
Certified CheckPoint Security Administrator (CCSA)
Various Microsoft MCP certifications
Oracle DBA Certified Professional
* Oracle 7 for Database Administrators
* TCP/IP Internetworking on Windows NT
* Relational Databases : Design, Tools and Techniques
* TCP/IP Internetworking on Windows NT
* Windows Optimisation & Troubleshooting
* Microsoft System Management Server
* Microsoft Exchange Server from v5.5 to 2007 Administration
* Supporting Microsoft Windows Terminal Server
* Citrix Metaframe Administration
* CheckPoint Firewall-1 v4 (NT,UNIX, Nokia)
Windows Server NT à2013
Windows NT4 à Windows 8
vDisk, AppV, Msi, XenApp, XenDesktop, Citrix, SCCM, Thick Clients.
USD (ATOS Service Management Tool)
TFS (Fujitsu Service Management Tool)
Remedy (Service Management Tool)
HP Quality Centre (Defect Management Tool)
IBM Rational ClearQuest (Defect Mgmt Tool)
IBM Rational ClearCase (Document Repository)
PVCS and Subversion (version control)
Project 2013, VISIO 2013, Office 2013
Cooking, Biking, Web Development. I enjoy travelling both UK and overseas. Most my trips/holidays have something to do with my love of cooking.
David May : Home Office Senior Release Manager : Mbl: (available on request)
Suresh Somayajula : Atos: Service Management : Mbl: (available on request)
Craig Convery : Atos: Development Manager : Mbl: (available on request)
Dr. Trevor R. Hall (OBE, MBE Hon.LLD) : Mbl: (available on request)
Keywords: Portfolio Manager, Service Manager, Release Manager, ITIL v3, PRINCE2, Agile, ORR, SRR, RRR, Service Design, Service Transition, Service Delivery Package (SDP), Acceptance into Service, Supplier Management, Stakeholder Management, Service Integrator, Performance, Capacity, Service Reviews, Implementations Plans, Test Assurance, Financial Assurance, Defect Management, Configuration Management , CMDB, Risk Management, Post Implementation Reviews, Incident & Problem Management, Service Change Review Board, Programme Change Board, Major Incident Management. Continual Service Improvement Process, Commercials.
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