Bo Noibi

- Full end-to-end business process transformation programme (RISE with SAP, S/4HANA Cloud, ALM) for retail, procurement and finance BUs - including Oracle ORPOS to Xstore POS migration - Strategically, tasked with leading programme definition, design and delivery of new service (operating) models, governance frameworks and catalogues to integrate/transition to BAU - plus establish and mature the continual service improvement (CSI) roadmap with success criteria, SLAs, OLAs, XLAs and KPIs - Tactically, collaborated with cross-functional stakeholders (project/technical/data/organisational change/operational) and multiple vendors/consultancies to define and map service requirements, dependencies and priorities for delivery plan integration/execution - Assessed and determined service and support models, RASCI, processes and tooling – ultimately, to achieve minimal viable product (MVP) outcomes for standardisation and maturity. Key engagement delivery sample: - Focus: First workstream deliverables for new Xstore POS transition/go-live/RUN states - Ownership: vendor contracts assessments (SLAs, constraints, escalation models, KPIs etc.) to determine service and support non-functional requirements (NFRs) to define testing (OAT) and operational readiness and handover acceptance criteria - Results/Outcomes: Construction through to sign-off of new service and support definition package (SDP) – with new service design and transition process definition/alignment and interface integrations with existing BAU team (retained organisation and MSP), ITSM processes and tooling. ITSM processes scope: Service Desk, (Major) Incident, Request Fulfilment, Problem, Change, Configuration (CMDB), Knowledge, Security, ITSC/DR/Availability (RTO/RPO), Service Level and Vendor Management.

- FinTech/Crypto/Blockchain development house delivering B2B and IT products & services - Delivering operational service designs & transitions of business projects into IT functions - Responsible for the definition/integration of new and maturing ITIL processes and KPIs incl. Incident/Problem/Change/Request/Knowledge/Asset/Service Catalogue (SCat) teams - Defined and implemented new SCat governance and engagement SIAM framework and processes for Service Assurance, Delivery and Management functions incl. ITSM tooling - Designed/deployed operational debt discovery and prioritisation criteria analysis initiative - Mentored and coached junior team members and wider prog. delivery/engineering groups Key engagement delivery sample: - Focus: first-time design/deployment of global service catalogue with process integrations - Ownership: definition, design and delivery of support model framework for service ownership/RASCI and governance model interfaces between required process integrations - Results/Outcomes: Handover acceptance by Service Delivery and Service Assurance Heads of Function for onward embedding within organisational teams and business comms.

- Delivery pipeline profile/scope of services: Cloud/Saas, Cyber-security, DevOps, SAP ERP, tech debt refresh etc. - Responsible for operating model impact/gap assessments, review and definition of NFRs/AiS criteria, service designs, support models, processes and tools for seamless/successful transition of project lifecycle changes into Ops - incl. SoW definitions and contractual reviews - Team improvement initiatives achieved for SD&T artefacts including SDPs, transition planning and support modelling handover needs analysis (KT, SOPs and onboarding) - with PMs, TDAs, Product/Service Mgrs and multi-supplier outsource partners and third-parties - Stakeholder collaboration for sign-off across all levels/disciplines, ensuring effective alignment and compliance to business/technical/security/product and service policy standards, practices, processses, KPIs and SLAs. Key engagement delivery sample: - Focus: new strategic enterprise-wide initiation of SaaS DevOps SAP integration TOM - Ownership: definition, design and delivery of business service-oriented functional governance capability, end-to-end operational services modelling/mapping with supporting processes, RASCI (business and IT), third-party supplier support and tooling integration - Results/Outcomes: scope and approach plan definition with business case/SoW sign-offs.

- First-time, cross-functional, global service transformation role - leading the identification (strategic and tactical), definition (service architecture/design) and agile delivery of integrated service improvement initiatives (25+), for ITSM/SIAM processes using ServiceNow and CSI maturity roadmaps; driving execution via internal stakeholders/third-parties - Working within the Global Service Integration (Strategy, Platforms and Enablement) function, as one of the primary Business Change Leads, delivering against new TOM evolution/transformation objectives and priorities - across Global Data, Digital Business Apps, Cyber-Security, Digital Workspace and Platform Service Ops functions ("service pillars") - Steering service architecture dev/design, mitigation, resolution and QA of deliverables for cross-org service improvement/maturity and operational optimisation gains - Achieved timely setup and implementation of governance framework to ensure compliance with ITSM/SIAM best practice standards and policies, rigorously monitoring supplier commercials, performance and VfM - Additional key achievements: > implementation of new MI Trend Analytics capability for real-time metric and KPI service level monitoring and dashboards (incl. operational performance baselining/levels with CIO/board analysis and reporting) > IT service catalogue (collation of information sources/repositories register) > CMDB/CI data dictionary definition for governance, ownership and data classification (e.g. GDPR, PCI-DSS compliance) - Direct stakeholder engagement: technical domain SMEs/product/service and process owners through to heads of function, executives and CIO levels - Team management/mentoring of supplier consultants and resources, along with global matrix-management to achieve delivery outcomes to tight quality, time and budget constraints

- Portfolio service delivery responsibilities for Cyber-Security/InfoSec workstreams and packages, covering security ops (SOC) SIAM roadmap transformation, Digital DevOps and Cloud (AWS/Azure) transitions to BAU - Responsible for service design, planning and demand management - constructing and assessing each projects’ functional and non-functional requirements (national and international markets), to deliver successful outcomes balancing resources, costs, impact assessments and risk profiles against the existing service model to achieve required TOM compliance and benefits - Additional delivery areas of work covered third-party supplier contract reviews and RFPs, to ensure supplier designs and implementations would ultimately, meet desired best-practice standards, security policies, CSFs and KPIs

- Responsible for the entirety of new business portfolio service demand of IT services (critical national infrastructure, systems and business applications), being delivered into the enterprise operational service estate; covering all national police forces (43), law enforcement agencies (LEAs) and the office of security and counter-terrorism (OSCT) – classified services - Programme / project financial cost profiles up to tens of £millions, multi-year and multi-sourced - Accountable for service pipeline demand management and definition of end-to-end service design packages (SDPs) - from aligning strategy principles and architectural standards to process/tool (ServiceNow) integration, supplier onboarding, testing, training, BAU acceptance - Initiated strategic service architectural/design capabilities for legacy system/application estate transformations to (G-)cloud-based (AWS ‘x-as-a-service’) environments with cyber-security operations centre (CSOC), protective monitoring, IDAM and event management competencies - Team management, training and mentoring of Snr/Jnr Service Design & Transition Managers

- Global transformation programme supporting the consolidation and outsourcing of IT support services and processes from multiple incumbent suppliers to a new single international outsource provider (target operating model) incl. toolset migration (Remedy to ServiceNow) - Provided service architectural standards, operational acceptance criteria and QA sign-off for the new global self-service portal / service catalogue; alongside SACM & CMDB refresh/implementation - Accountable SPOC for in-country process owners and third-party technical teams to resolve emerging organisational change, governance and RASCI roles and responsibilities structures - Mentored new supplier’s PMs/PMO to achieve valid and integrated end-to-end delivery plans

- Delivered Europe-wide ITIL service architecture, designs and processes to integrate cyber-security services, support models, systems and tools – expanding multi-supplier Private Cloud Hosting (AWS) service offerings to new and existing customers; thereby, establishing matured service catalogue and improved cyber-security operations centre (CSOC) process framework - Achieved definition, design and delivery of the cyber-security service specifications in line with the governance model, service catalogue and integration within the Target Operating Model

- Definition, transition and delivery of the eCommerce/Digital Service Portfolio transformation of Harrods.com website (SAP tech stack: e2e business process change, supply chain, business app dev (web/mobile/BI/CRM), payments/fraud detection/PCI, omni-channel campaigns etc.) - Responsible for the definition and management of ITSM programme plan activities between FrontEnd and BackEnd (own function) requirements, processes and systems design/delivery - Constructed guidance with Chief Information Security Officer (CISO) to determine security audit requirements and compliance for service architecture, design and delivery outcomes - Due to deep dual-skill competencies, also supported definition of the new ITSM Strategy and TOM to facilitate five-year service improvement roadmap; focused on the pragmatic translation of ITSM best practices into Year-0 ‘quick-win’ initiatives with benefits realisation