Jackie Clark

Acted as Lead Service Architect on a consultancy basis for a top 5 telecoms provider, engaged to assess and advise on Technology As A Service initiative, identify discrete business services and advise on how technology could be used to improve identification and resolution of issues within the technology estate. Conducted analysis on existing business streams and interactions, advised on future strategy and alignment of activities to drive customer satisfaction and a step improvement in reputation within the telecoms market Led design and delivery of the service design for the Managed Security Services replacement Service Management Toolset project. Gathered functional and non-functional requirements, managed internal and external support teams, and designed the early life and BAU service operations. Acts as lead for service transition to ensure due diligence and risk mitigation with a client base in excess of £1m per annum, enabling an internal saving of £75K per annum Led the identification, feasibility and negotiation of a complex service design and transition for UK Government client for a new service to provide technical assistance in a focused and challenging environment. Liaised with client and third party teams to design, cost and execute cross agency service definition Acted as Lead Service Architect for major client account, leading negotiations and designing innovative bespoke solutions based on changing client environment to deliver value add services Led GDPR Working Group of 2,500 Engineers, defined and rolled out controls to avoid non-compliance and associated fines Executed and embedded Engineering Metrics process across the company to gather and analyse data for all complex engineering projects. Liaison with all business unit delivery directors to identify projects, analyse and follow up potential issues. Enables reporting of Quality of the Engineering across AI to the BAE Systems PLC Board and ensures continued improvement of delivery

• Responsible for services portfolio of £15m per annum for UK Government client, including small developments and delivery of managed services for a user base in excess of 2500 analysts. Monitoring of budget, management and maintenance of profit margin and assurance over monthly reporting on service levels and financial management. Implemented process for preparation and submission of invoicing creating increased reputation with the customer, and reducing time to payment by 67%. Developed service drumbeat to drive preparation and provision of required MI for local and central management reporting. Risk and opportunity management across the portfolio • Won the first multi-year fixed price contract for the company on the client account worth over £6m per annum. Worked with the customer to understand their needs and constraints and provide alternative solutions that would work for both parties. Ran the internal bid process and identified internal opportunities for cost reduction of 10% over the life of the project. Drove execution of key service improvement initiatives with internal and external stakeholders • Enabled the growth of the services function from a team of 6 subcontract developers and support analysts, to a team of 40+ combined skilled sub teams delivering services across a range of NS clients. Liaised with account directors and operations managers to identify potential resource fit to enhance the growth of the team and provision as a managed service cross client. Identified required skillsets, managed resources, monitored effort against task / budget • Defined new ways of working on client account with severe cost constraints. Workshopped potential solutions that enabled a cost saving of £140K per month to the client, providing quality service at reduced cost

• Business Analyst on a major ERP Replacement programme, a multi-year cross business project to replace multiple business systems with a new one. Covered Finance, Procurement, Manufacturing, and In-Life Support for the Military Air Division consisting of 7,000 staff and 5,000 users. Documented and re-engineered the back office processes with leaner to-be workflows, enabling the company to become more competitive in a global market • WBS Lead for the Training & Education element of the ERP Replacement Programme. Managed a budget of £17M, defined strategy, raised business case, prepared and executed project plans, recruited and ran team of 6 internal and 2 external e-learning developers. Devised innovative training solution that saved the company £750K in training delivery costs • Appointed to lead the Service Transition stream, identified annual process improvements of £250K, formulated and designed breakthrough strategies and associated plans for a new type of service not done in the business before, through a combined competency centre, reduced overall support headcount by 19 FTE • Set up and managed dedicated teams for support of various business critical applications, including business continuity management, incident and problem resolution, and service management. Recruited, developed and managed staff including all aspects of human resource management. Introduced concept of proactive support where problem areas were identified early and solutions provided to eliminate

• Managed development of the Financial Controls Framework across the multiple businesses within the Programmes & Support division, drove self-assessment across the whole range of financial controls from stock control to debtor management, providing assurance across a sub-set of self-assessments • Promoted to Senior Audit Manager for the American division of BAE Systems, responsible for liaison with senior business stakeholders to identify and execute the audit programme for a $10M turnover business • Lead Audit Manager on the first internal ethical compliance audit. Responsible for liaison with external specialist consultancy, internal HR director and Audit director to identify scope and discharge the audit, reported results of to the CEO of BAE Systems. Rectified non-compliances, protecting the company both financially and reputationally • Twice awarded Lead Auditor for exceptional audit work in relation to consultancy based audits in the defence sector

Business Analyst for replacement ERP project, specialist in Finance, Expenses and Payroll. Covered everything from requirements elicitation to supplier evaluation and selection and to be process mapping.

Team Leader for the core Business Systems used throughout MITIE Group. Specialist in ERP design, test, support and training. Project managed multiple parallel projects to deliver key IT capabilities within the business, and maintain systems. Expert in ERP.