The CV of Jim Kirkby
Located in Twickenham, London UK
Director Operations, Gyron Internet (an NTT Company)
COO, Telstra EMEA
I took full accountability for the day to day operations of the EMEA business. Including all customer-facing functions, Service Delivery, Assurance (NOC), Project Management, Engineering, Service Management, Hosting services and 3rd Party supplier management, H&S as well as being the executive responsible for significant customer issues and escalations. In addition to my responsibilities for the customer experience, I also owned the support of our network and hosting infrastructure and the 3rd party providers that made up a significant part of that capability. Business Restructure: – Created the plan that changed the revenue structure through a radical shake-up of the business profile and customer make up. The company needed to change its product and service mix to reduce churn and improve customer profitability. Significantly reduced the volume of product supported and services under management. Large parts of the base were moved off. The result gave significant gains in promoter scores moving the business into positive territory and considerably improved churn. The remaining customers were large institutions with fully managed service on a global footprint. EMEA IT transformation: – IT in the EMEA business spanned some 66 separate platforms and software services, it was complicated and not connected making it impossible to understand one source of the truth from a reporting and management point of view. Led the business on a wholesale simplification of IT with reductions in the volume of platforms and therefore cost. This also leads to significant improvements in workflow and, therefore, reduced the book to bill times. For the first time, the business had had a single view of its customers services and assets in the EMEA region. The project took 18 months and £1.8million of capital and saw the business move most of its services to Cloud based solutions. Saving of several million pounds delivered through the switch off of heritage platforms and license costs across both the BSS and OSS platforms. ISO27001: – I was appointed executive wholly responsible for the delivery and attainment of ISO27001 across the business hosting centres and management office. As part of this function not only was I responsible for delivery and ongoing management I also took direct responsibility for the business continuity planning and management regularly hosting BCM tests and Security Incident Response Team meetings (SIRT). In the last certification, the company received a verbatim from BSI “commendably low level of non-conformity, and it is noteworthy that the client was the first to complete transition to ISO27001:2013 in the UK”, for which I am immensely proud. Hosting Centre upgrades: – Directly responsible for the management of our hosting centre capability in Docklands and Woking, I oversaw and managed some significant engineering projects. These included the negotiation and change to a new E&M outsource provider. The delivery and commission of numerous electrical installations and the build of a new Dry Air Cooling capability all at our London Docklands facility as well the replacement of existing Generators. These upgrades were essential to support the ongoing growth of the business as well ensure business continuity and removal of any single points of failure. Projects Redford, Newman and Eastwood: – Having completed the business restructure I took the lead to condense (remove) the UK network assets consolidating them down to just a few pops in EMEA (Redford). I further owned the initiative to outsource our entire EMEA voice capability to a 3rd party (Newman). Allowing me to remove the significant cost of both hardware (DMS Switch) and buildings in the UK. Further product consolidation continued so that I could align with the Telstra Global capability and remove heritage products that could only be used in the EMEA region. All of these projects required significant customer interaction at C level and clear reporting lines to ensure synchronisation and communication at many levels.I took full accountability for the day to day operations of the EMEA business. Including all customer-facing functions, Service Delivery, Assurance (NOC), Project Management, Engineering, Service Management, Hosting services and 3rd Party supplier management, H&S as well as being the executive responsible for significant customer issues and escalations. In addition to my responsibilities for the customer experience, I also owned the support of our network and hosting infrastructure and the 3rd party providers that made up a significant part of that capability.
Director Service Fulfilment, C&W
Responsible for managing and end-to-end Provide Process across all functions 40 direct staff, 1200 Matrix staff.Spanning, Customer Front Office, Field Force, Planning, Project Design, Technical Back Office e(NOCS) as well as Service Management and Process teams. Service delivery and revenues protection build and supply of network transmission to any one of 72,000 customers across all platforms and for any geographic area.Â EnsuredÂ servicesÂ whereÂ delivered on time and protected the £1.6 billion revenue based on service excellence. Escalation management ensured all provide issues and escalations raised were managed and dealt with before escalation to CEO, involving direct hands-on contact with customers often at board level and across several territories. Accountable for managing all major incidents affecting the delivery of service. Process and systems change- significant issues impacting delivery and process. Worked to deliver new IT systems and Process changes to improve the overall delivery capability. Successfully delivered £1.2 million Workforce Management pilot system improving field performance and reducing headcount by 40 heads. Instrumental in the delivery of £22 million Siebel system from just 5 seats to 120 in 8 months. Change Management: – issues in organisational structure increasing lead times and expensive in headcount. Rationalised the structure of the Provide teams. Delivering both efficiencies in time to deliver as well as overall cost. Achieved significant savings in staff costs as well decreasing mean time to provide on some products by 7 days.
Director Customer Operations, Telstra EMEA
Direct accountability for the Provision, Assurance and management of all customer services. Including all circuit provisioning, equipment delivery and network build for new global services. I am also responsible for the assurance, fault management and service management for all EMEA customers. Additionally, I own the Project Management, Service Management and Business change functions within the company as well owning and running the Customer Satisfaction Management (NPS) for the entire EMEA estate. I later took on the carrier management function from a service (not commercial point of view. Implemented Customer Service measurement programme (NPS) measuring for the first time the customers overall experience. Implemented significant change across the assure and fulfil teams driving service improvements measured in the companies NPS score moving over 60 percentage points in the right direction. Additionally moved delivery on time from 49% to 95% consistently month on month. Transformed the overall bid to bill process functions delivering business efficiencies in both headcount and OPEX.
Director Customer Operations, PIPEX
Responsible for managing and bringing together 8 Pipex brands; Freedom2Surf, Nildram and Pipex Business Services from the operational, cultural, IT and people aspects. Reporting to the MD, I was accountable for the budget setting and management of the operational areas as well as external providers and internal engineering groups. Implemented significant change, to the existing operational entities of 3 companies and melded a management team that works across three brands. Broke down the barriers to interpretation, creating a platform for all brands to operate through a common management team across 140 direct staff and 200+ Business focused staff. Managing B2C and B2B Call Centre teams. New IT delivery and process change, set in training migration from the existing 63 platforms to 3 core platforms (Provide, Assure and Bill), which will deliver the functionality required to run 3 or more brands on a common platform with the necessarily demonstrable savings in FTE, OPEX and complexity. Additionally offering better customer service increased turnaround of work and reductions in outstanding WIP. Business case and received £5million of funding for the delivery of this project. Management of WIP has taken the average run rate WIP from £4million to £1.2 million through a better focus on tasks and issues. Driven accountability to get cash to the bottom line through communication to service teams and Project Management teams. Delivery an outsourcing culture, have made a fundamental change in the way the company operates by taking decisive action to remove the engineering group the building of a new MPLS network and outsourced it to 3rd party providers. Set up the necessary operational interfaces, SLAs and accountabilities, liaised with both internal and 3rd party senior management teams to ensure absolute buy in to outsource model. This delivered a saleable product in just a few months several months ahead of a scalable in-house solution. Realised significant savings in Capex and a fundamental change in mindset at a senior level in Smarter, Quicker and Cheaper ways to deliver service.