Joanna Drake

Responsibilities I am responsible for delivering world class global operations and technology services globally across all of our THG websites, customer websites, staff technology (incl. corporate, retail, AV, manufacturing and warehouse) and THG Ingenuity (hosting business). I am currently delivering the following programs of work: - - Leadership of the team to recruit, lead, motivate, develop and manage the performance of direct reports, building a high calibre team with the skills and capabilities needed. - Digital workspace –Transformation of the technology our staff use to do their jobs. This aims to make life easier, make every day tasks simpler, more intuitive and radically transform the way we manage our technology estate. Working across all departments to identify and solve real business problems. - World class service operations – We are building a world class operations centre in Manchester that will resolve 85% of queries. This is driving a customer centric, production first culture across technology teams. Achievements - Designed and implemented a warehouse packing bench solution in conjunction with the warehouse operations teams that increased output of the warehouse by 30%. Delivered for THG with a very tight deadline in time for Black Friday 2018. - Completed global implementation of Okta at THG for all staff (c5000) globally in 6 weeks. Okta provides Single Sign-on and 2-factor authentication to enable staff to login once and access all the apps they need to do their jobs easily and securely. This makes life easier every day for every member of staff and makes onboarding of acquisitions much faster. - Completed global implementation of Polycom real connect, which enables all THG staff globally to easily hold Video conferences from the Video conferencing suites. This makes global collaboration much easier. We were the first UK company to do this.

I was part of the global engineering leadership team at Skyscanner. I headed up the “Service Excellence” group and was responsible for: - • Global Service operations - Global operations and availability of customer facing services and systems. I was embarking on a program to build a world class operating centre in Edinburgh. This team is heavily focused on stability, supportability and performance. We were also starting to introduce more Site reliability engineering (SRE) concepts in parallel. • Customer care – global teams that manage queries from customers that have booked travel via our website or app. We were working with a partner company (CTrip) to build a world class customer care centre in Edinburgh. • Partner care – Global teams that support partners if they had any queries or issues, onboard new partners and run and support the partner portal. We monitored partners and the services they provided to our customers to ensure that they were operating in-line with Skyscanners customer charter. I was also part of the leadership team that devised and drove a strategy around “Disruptive customer care”. This was an innovative approach to providing customers with what they needed via technology solutions delivered by Skyscanners website and app. The current bar for customer service in Travel is very low, and we were looking to completely change that.

I was responsible for running all the technology consumed by Wood Mackenzie's clients and staff, globally. I delivered several technology initiatives to gain competitive advantage, make our staff more effective and efficient as well as providing increased business value: - Leadership of the team to recruit, lead, motivate, develop and manage the performance of direct reports, building a high calibre team with the skills and capabilities needed. Service management and the "Service Excellence" program - Standardised service management best practice globally along with processes and tools (ServiceNow) to ensure all services are well managed, measured and improved. Staff Technology and the "Digital workspace" program – Technology that seamlessly allows staff to work wherever they want, completing tasks at ease, on a device of their choice. Global Infrastructure and the "WAN/LAN optimisation" program - Secure, resilient and highly available infrastructure that is fast, easy to manage and provision. Completed AWS migration from physical datacenters to a combination of private on-premise cloud and AWS. Scripted our entire platform onto Ansible for quick and failproof deployments. Orchestration and automation. InfoSec and "Cyber security" - Ensure our services and data are safe and secure for our customers and staff. Vendor and budgetary management - Ensure Woodmac is getting excellent value for money. Contract management, contract negotiation, service reviews and vendor KPI's. Reduced OPEX from 12m to 8m in 1 year. Communication - Lead communication with stakeholders regarding product goals and progress made via various methods incl. presentations, written and video comms. Member of the EMEARC regional executive board

I had to ensure technology services were designed, planned, implemented and improved in line with both current and future business needs. I worked with Betfair technology functions globally and engaged, coordinated and supported them across all regions to ensure the consistent deployment of processes, tools and technology essential for effective service delivery and development. This included:- Service Management strategy Technology services stakeholder relationship management Operational and service supplier relationship management Technology continuity management Financial management for technology services Knowledge management in relation to planned and operational systems and services. Running global gaming platform and services. I was responsible for all global operations and service management staff. Providing a 24x7x365 world class service operation. I devised, evangelised, implemented and continued to improve upon the global service management strategy. I was responsible for ensuring compliance with regulatory requirements including proving compliance and assisting with various audits. I lead and successfully delivered the ServiceNow program.

After rolling out the service management strategy for DDO at the BBC, I went on to do the same thing across the whole of the BBC.

Responsibilities Following a re-org to centralise all the operations teams in Digital distribution & operations (DDO), a new strategy and approach is required to ensure that the newly formed group has standard best practices, processes and toolset. This is all in support of the objective to build a world class centralised operations team. I had to devise the strategy and approach, evangelise that to the product groups and operations teams in order to obtain buy-in and agreement. I was responsible for the implementation of that strategy across all product and operations teams. I was also responsible for coaching and education of the existing ops teams, so they can continue to improve and develop the service management best practices and processes including toolset and development. Achievements • Standard single toolset for all of DDO and the product groups • Standard processes for Incident, Change and Release management • Integrated Service portfolio for all services including development pipeline (Radar, Incubation, Dev, Stage), Live, retired and decommissioned • Education program for all of DDO and the product groups • Developed a champions network set-up with representation from all the DDO teams (24/7, DBA, Livesite and Platform support team) and the product groups (Journalism, Audio & Music & Mobile, Vision, OMG and TVP)

Responsible for the service support strategy for Yahoo Internationally. This covers Europe, Asia, SEA (Singapore, Malaysia, Vietnam, Philippines, Thailand and Indonesia), Canada, India and Latin America. I was also responsible for evangelisation and implementation of that strategy along with the appropriate tools, education and continuous improvement programs. This includes:- • Service desk with Incident Management process and tools • Problem Management including post mortem process (re-active) and trend analysis tools, methodologies and best practice (pro-active) • Change Management process and tools • Release management process and tools • Configuration mgt best practice and CMDB solution • Product lifecycle from transition and launch through to decommissioning • Global Engineering education program • Architecting a highly available and resilient environment. • Enhancing Recovery Procedures • Introducing capacity management processes • Introducing Performance targets and driving improvements. • Introducing Service Architecture concepts All the above has been implemented across all International markets for all International services (800+). Achievements • Implementation of Incident, Problem, Change, Release and configuration mgt across all International markets incl. best practice and tools. • Operational support is now a “de-facto” standard at Yahoo! • % of engineer’s time spent on pro-active tasks has increased • Driven down the No. of outages across all of International • Increased availability due to new highly resilient environments • Improved management reports and metrics for analysis and to drive improvement programs • The start of a CMDB with 1000’s of hosts • Reduced % of incidents/outages caused by change • Increased % service engineer time spent on proactive tasks • Reduced % of emergency change • Increased % 1st time fix rate • Reduced MTTR

In this role I set and implemented the service management strategy and then stayed on to run the operation and teams. This included:- •Managing day-to-day operations of Global eServices Support/development teams •Ensuring there is maximum availability, performance and stability on all web services •Management of and delivery of development roadmap •Liaising with the business to discuss support requirements for web services •Support performance/KPI reviews •Identifying (through various monitors/alerts etc) and resolving issues within the SLA agreed between Diageo and Global IS Services •Providing necessary training and support to ensure support teams follow Global IS Best practice (ITIL framework), and work in conjunction with various Global IS teams •Management of 3rd parties – contracts and SLA’s •Oversee use of Service Management Tool (Remedy) •Guinness.com account manager •Support/development Team Leader - team of 15 (6 UK based, 6 India based & 3 US based) that provide support services globally for all Intranet and Internet sites for Diageo Achievements •Implementation and management of global 24/7 support in-line with Global IS best practice (ITIL) •Creation of support agreement template and implementation plan for agreed support transition as new systems go live •Implementation of Service Management Tool (Remedy) to provide the backbone for all processes and measurement of services provided •Stabilisation of web environment for Guinness.com over St Patrick’s day

In July 2002 the eTransformation project was merged in with the eServices team as the environment was now live and would become part of "day-to-day" operations. I continued my role of support manager within the Global Web Services team. Responsibilities •Ensure that project activities become part of day-to-day operations •Ensure that previous project processes fall in line with the Global Web Services team processes and procedures •Implementation of standard process across all systems from project and in the existing environments •Ensure that service management tool is amended as appropriate Achievements •Successfully moved the project into live environment •Merged existing project processes seamlessly with day-to-day Global IS Operations (e.g. Incident, Problem, Change & Release Management)

The eTransformation project was set-up as a "proof-of-concept" environment. The project was looking at a different way for the business to purchase, develop and manage Business to consumer (B2C) websites, Business to Employee (B2E) websites and Business to Business (B2B) websites. Responsibilities •Day-to-day support operations •Devise Service management strategy for Global web services •Set-up and implement Service Management in-line with the ITIL model as practised within Global IS. Hand-over of the service management processes into day-to-day operations. Achievements Implementation and management of the following ITIL Best Practice modules: - •Incident Management •Problem Management •Change Management •Release Management •Configuration Management •Capacity Management •Availability management •Service Continuity incl. BCP

Responsibilities included setting up and providing IT Support Services for the new European Shared Service Centre, Budapest. The service centre contained approx. 850 users. Achievements •Implementation of Incident, Problem, Change, Release and configuration management •Implementation of selected service Management Tool into Budapest. Including training both on the tool and process and ability to obtain KPI's for measurement of service performance •Configuration Management - Implementation of configuration management, including the building of a configuration Management database (CMDB). The CMDB contained all items of hardware, software, infrastructure and relationships. This would prove to be a valuable tool as part of the Change and problem Management processes •Applications Support – Ensure that there are procedures in place for handling applications support queries from Office Apps – SAP queries. This involved the hand-over of application configurations to the in-house applications support teams •Support of the on-site servers with local 3rd party suppliers. LAN/WAN Support and ongoing maintenance. Implementation of our Global IS standard processes with 3rd party suppliers •Desktop Support - Set-up of desktop support team on-site in Budapest. This included hiring of 3 staff, training, supervision of day-to-day operations and measurement of performance •Provision of training for the local IS staff in Budapest, all service departments and the European, NA and Asia Pacific Call centres. Provision of platform training for all other staff based at the SSC •SLA’s/OLA’s – Implementation of SLA’s/OLA’s in-line with the Diageo Global IS SLA •Desktop Support - Set-up of desktop support team on-site in Budapest. This included hiring of 3 staff, training, supervision of day-to-day operations and measurement of performance •Implementation of Desktop platform in Budapest in-line with Global company standards