Telecommunication Provider (Aug’17 to current)

Kevin perfumed a COBIT and ITIL assessment of the current policies and processes of the IT organization. From the assessment, the organizations process maturity was determined based on best practice. Kevin is currently involved in the design of process documents that will be used by the organization to improve their maturity to level three.

Insurance and Finance (Nov’15 to Jan’16)

Kevin was one of the key trainers for ITIL and Lean IT for the IT organization of a financial institution. In total, Kevin had been conducted nine such classes over a period of three months.

Regional Hospital (Mar’15 to Jun’15)

Kevin started the project by performing a detailed and thorough assessment of their current state. The results of that assessment provided the organization with a clear picture of what their current state was, ensured that the right focus is applied, and that existing value where present is reused. Kevin then design the Operational Change Management process with input from key stakeholders within the organization. This was performed through multiple workshops with both the project working group and the leadership management team, to ensure all inputs and feedback were captured from all levels within the organization. After the design, training and tool preparation were performed during the transition phase prior to the go-live four weeks later. At the end of the project, the organization had implemented and institutionalized an Operational Change Management process and had realized multiple benefits from its implantation.

Insurance and Finance (Oct ’14 to Mar’15)

Kevin was responsible for the design, transition, implementation and early life support for the Incident Management and Request Fulfilment processes for a global insurance organization across their virtual Service Desk in America and Singapore. As part of the second phase, he is now involved in the design of the Problem Management process and the extension of the Request Fulfilment process to incorporate non-standard changes.

Insurance and Finance (July ’14 to Sep ’14)

Kevin provided support for the design of the Release Management and Deployment Management processes for an insurance organization in Asia including supporting artifact creation.

Automotive Manufacturing (Jun’14)

Kevin performed an ITIL assessment to determine the maturity of a manufacturer’s current IT processes across their plants and supporting offices in China and the rest of Asia. The results were used as part of a global initiative to design and implement ITIL processes across the organization.

Mobile Telecom Provider (Nov ’13 to May ’14)

As part of the regional team, Kevin was responsible to design, transition and implement the following process; Service Portfolio Management (including prioritization), Service Level Management (including the Service Catalog) and Release and Deployment Management for a mobile telecom operator. The activities performed included the harmonization of the designed and implemented processes across 4 different business units (mobile telecom operators) located in 4 different countries in Asia.

Online Brokerage (May ’12 to March ‘13)

Kevin had worked on a project to implement multiple ITIL processes in a large brokerage organization. He was responsible for the design, transition and operations of the Incident Management and Problem Management processes. His task included conducting design and validation workshops, documenting the process and procedures, reviewing standard operating procedures and ensuring alignment, preparing use cases to validate the process and recommending changes to the Service Management tool as required. In this project, he was also, working with a team driving a Lean IT transformation across the organization.

Insurance and Finance (Oct ’11 to April’12)

Worked on a project to implement ITIL processes across the organization, Kevin was responsible for the design, documentation and implementation of several processes including Release & Deployment and Knowledge Management. Working with a dedicated team from the client, his work included conducting assessments to baseline the current state of processes, delivering workshops to introduce the process workflows, developing the process documents, establishing and agreeing on key performance indicators and providing ongoing support after process implementation. 

Online Brokerage (Jan ’12 to Feb ‘12)

Kevin conducted an assessment based on ITIL to determine the current process and organization maturity.  This included conducting interviews, doing document review and observing day to day operational activities. The results of the assessment included a roadmap and recommendations for improvement as well as a business case to support the improvement initiative.

Financial Institution (Sep ’08 to May 11)

With an objective to provide a higher quality customer service while managing budgetary constraints, the organization looked towards the implantation of 15 ITIL process and the Service Desk function to help achieve that aim. Kevin led and project managed the IT Service Management team that provided consulting services for the design, transition and implementation of all the ITIL processes and the Service Desk function for the organization with the additional goal of achieving ISO20000 certification.  In addition to designing and implementing the processes, Kevin conducted several training classes including Foundation, Practitioners and Service Mangers for the client.

Multiple Organizations (Jun ’08 to May ’11)

Kevin conducted several training programs focusing on risk management for multiple organizations. The focus of the programs was not only to create awareness but also to take a holistic look at risk and the management of risk. He travelled extensively in delivering these programs for both internal and external clients in Australia, Indonesia, Japan, South Korea, Vietnam, Malaysia, Singapore and Thailand.

Oil and Gas (Jun ’08 to Feb ’09)

Customization of a training program that was delivered to 3,000 middle managers and above, consisting of a half day experiential simulation that was focused on the shared values of the organization, crisis and risk management.  The program was built from the principles of ITIL and IT Service Management. The program was delivered in batches to the participants over a period of ten months. Besides the customization, and as lead trainer, Kevin conducted several train the trainer sessions for the program facilitators.  

Oil and Gas (Sep ’07 to Nov ’07)

To better prepare for “first gas” operations, the organization was determined to equip themselves with best practices for the management of IT services.  Kevin   conducted an assessment based on ITIL to determine the current state of processes within the organization. From the assessment, he developed process documentation that covered key service support processes   including Incident Management, Change Management, Configuration Management, Problem Management and the Service Desk function.  

Tax Authority (Nov ’06 to Dec ’06)

Kevin conducted an assessment based on ITIL to determine the current process and organization maturity.  The assessment included conducting interviews, doing document review and observing day to day operational activities.  Assessment   results included  current process and organization maturity, quick wins and a road map for further improvement of the ITIL processes.