I lead multidisciplinary support teams — Customer Service, Development Support, Quality Control Support and AX Support — and have done so across FinTech, telecom e-payments and enterprise ERP. These are the areas I work in every day, and the principles I keep coming back to.
How I work
The toolkit behind predictable service
Backed by ITIL 4, Kanban (KMP I) and Lean Six Sigma Green Belt certification.
Service governance
- SLA / OLA / KPI management
- Major incident and escalation management
- Plans of Action and Milestones (POA&M)
- Change control and release readiness
- Root cause analysis and CAPA
Process & delivery
- Process mapping in BPMN (AS-IS / TO-BE)
- Process standardisation and improvement
- Kanban flow management: WIP limits, aging, cycle time
- Agile methods and the IT project lifecycle
- Lean Six Sigma: DMAIC, value stream mapping
Financial & leadership
- Business cases: ROI, NPV, payback
- Costing and cost-to-serve modelling
- Budgeting and IT financial management
- Team leadership, coaching and feedback
- Stakeholder, client and vendor management
Focus areas
What I work on
Service delivery management
Running support functions so customers get consistent, predictable outcomes.
SLA and OLA governance
Clear commitments outside, clear handoffs inside — and data that shows both.
Customer experience
Ownership, communication discipline and closing the loop.
Escalation management
Escalating early, with facts, to the person who can act.
ITSM and ITIL practices
Using frameworks as a shared language, not as paperwork.
Workforce productivity
Measuring useful output, not just activity.
Team development
Growing people so the team gets stronger than any one person.
AI in IT operations
Where automation and AI genuinely help support teams — and where they don’t.
How I lead
A few things I believe
Personal viewpoints from 19 years of running support, operations and delivery teams.
01
Being busy is not the same as being useful.
Activity is easy to measure. Value takes more honesty.
02
A dashboard should reveal the story behind the numbers.
If a chart does not change a decision, it is decoration.
03
Customer experience requires ownership.
Every open case needs a name next to it, not just a queue.
04
Leadership begins with listening and asking better questions.
The first answer is rarely the root cause.
05
Technology should support judgment, not replace it.
AI can speed up the work. It cannot own the outcome.
From the field
Leadership and service delivery insights
Case studies here are anonymised. I don’t publish customer names, internal data or performance figures.
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Two Years of Growth, Challenges, and Leadership at CIT VERICASH
Looking back on two years at CIT VERICASH: pressure, trust, teamwork, and what they taught me about leadership.
Let’s connect
Good conversations often lead to meaningful ideas. Whether it’s leadership, technology, education, or something worth building, I’d be glad to connect.