A professionally qualified, SC Cleared and proven leader in the delivery & support of IT Service Management in complex, global, mature and "greenfield" organisations. A highly motivated self-starter; an experienced and results driven Business Change, Project Manager with excellent communication, senior stakeholder management and Client facing skills. A strong business focus (retail/corporate experience) combined with a solid technical background (ITSM & Project delivery) has resulted in the ability to relate IT solutions to business requirements. Widely experienced in team building and gaining high value results through others using industry methodologies (PRINCE 2, ITIL v3 & Performance Management/Planning). I Value:- Innovation, Collaboration, Managing Professional Relationships, Passion, Can-do Attitude, Listening, Getting Results, Motivational Leadership, Emotional Intelligence, Energetic Commitment, Clear Mission, Confidence, Self Determination and Team. Specialties: SC Cleared ITIL Process Interim Management Major Incident Handling Communications & Presentations Stakeholder Management Service Management Mentoring Senior Leadership Strategic thinking/planning

Interim Head of IT Service Delivery @ Interim lead Service Delivery Manager assigned by G4S to their Electronic Monitoring business delivered to the Ministry of Justice and responsible for:- • Leading BAU Service Delivery Operations. Functional accountability for - The Service Desk (providing 24x7 on-site support), Incident, Problem, Change, Disaster Recovery and Technical Operations / Projects. • Maintain and enhance key accreditations specifically ISO2000 • Manage the commercial relationship with external service providers From March 2015 to July 2015 (5 months) Manchester, United KingdomInterim Head of Infrastructure and Operations @ Interim Head of Infrastructure and Operations responsible for:- • Leading BAU Service Operations. Functional accountability for - The Service Desk, Incident, Problem, Change, Transition, Desktop and Technical support • Managing the performance and relationship of strategic vendors • Active member of the Senior IT Leadership Team From August 2014 to March 2015 (8 months) Interim Head of Service Operations @ Service Operations Manager assigned by Ricoh to their Manchester Airport Group account and responsible for:- • Leading BAU Service Operations. Functional accountability for - Service Delivery, The Service Desk, Incident, Problem, Change, Release, Transition and Technical support • Stability and Continuous Service Improvement Programmes working in collaboration with the Manchester Airport Group (The Client) to improve the service provided to Airport customers From May 2014 to August 2014 (4 months) Incident Director @ Executive responsibilities for the HMRC Account, specifically:- - directing high profile incidents for the HMRC Business - the development of an Operational Control Centre to alert and monitor HMRC services From December 2013 to May 2014 (6 months) Telford, United KingdomInterim Head of Service Delivery @ Executive responsibilities to manage and deliver ICT Services for Manchester City Council. Specifically:- * Active member of the Senior ICT Management Team * Accountable for Budget Management * Leading/Improving Service Delivery (ITIL framework) * Leading/Improving Technical Operations * Staff/Resource Management for circa 60 positions From June 2013 to December 2013 (7 months) Manchester, United KingdomInterim Head of Service Operations @ Lead Service Operations Manager (SC Cleared) assigned by Steria to their Ministry of Justice account and responsible for:- • Leading BAU Service Operations. Functional accountability for - The Service Desk, Incident, Problem, Change, Configuration, Availability and Capacity Management • Stability and Continuous Service Improvement Programmes working in collaboration with the Ministry of Justice (The Client) to improve the service provided to the various Government Trusts (The end Customer) From February 2013 to June 2013 (5 months) Warrington, United KingdomGlobal Major Incident Manager (SC Cleared) @ Short term role part of a Global team of Major Incident Managers adopting a “follow the sun” support model working on the Rolls-Royce account. Specifically:- • SC Cleared • Managing high severity incidents 24x7 impacting Rolls-Royce Global Aerospace (civil and defense), Marine, Energy & Nuclear businesses • Facilitating Major Incident Closure meetings and documenting/tracking actions to completion From October 2012 to February 2013 (5 months) Derby, United KingdomInterim Global Head of IT Command Centre @ Rolls-Royce is credited as the best brand in the World and as such they require highly skilled, experienced and motivated resource. This interim leadership role was required during a period of organisational transition prior to a site relocation, a refreshed service model and an eco-system supply chain. Specifically:- • Leadership of a 24x7 Global Support team of Service Delivery Managers, Problem Managers and Major Incident Managers • Developing a Service model ensuring commercial management of key services • Managing a complex supply chain ensuring contractual commitments are met • Delivering ITIL v3 process improvements as IT Command Centre process owner • Attending/Chairing various senior stakeholder strategy and operational meetings From August 2012 to October 2012 (3 months) Global Major Incident Manager @ Short term role part of a Global team of Major Incident Managers adopting a “follow the sun” support model. Specifically:- • Managing high severity incidents 24x7 impacting Rolls-Royce Global Aerospace (civil and defense), Marine, Energy & Nuclear businesses • Facilitating Major Incident Closure meetings and documenting/tracking actions to completion • Producing Major Problem Reports ensuring incident root cause is determined and corrected From April 2012 to August 2012 (5 months) Derby, United KingdomInterim Global Head of Incident Management & Continuous Improvement @ Located at a centrally managed IT site for an international logistics company supporting an operational presence in multiple Countries. Interim role created to meet the requirements of both IT Transformation (Change incorporating ITIL v3 framework) and Operational Stability (Core common systems and process improvement) Programmes. Specifically:- • Creating a 24x7 on-site Major Incident Management capability by recruiting for a shift pattern • Leading. coaching and developing a team of 8 staff working 24x7 shift pattern • Leading TNT resource out of Major Incidents and Crisis events • Delivering ITIL process improvements via Operational Stability Programme • Designing and deploying a Global Crisis Management Framework • Developing a culture of continuous improvement and delivering against it. From January 2012 to March 2012 (3 months) Senior Service Transition/Delivery Manager @ Development of a Service Delivery Framework (ITIL v3) for Distribution and Back Office services. Creation of the Peak Operating Model for 2011/12. Service Transition to Service roadmap for Programme/BAU deliverables. Programme Governance Meetings - IT Steering Committee - Change Advisory Board - Financial planning and budget control. Roll out of IT Operating Plan, IT Operating Model and Goal Directed Project Planning. Develop, document and publish a RACI model for all service framework services. Develop and maintain Service Focus groups. From June 2011 to December 2011 (7 months) Programme Release, Change, Defect, Configuration & Environments Manager @ Working at a Programme level to integrate and manage the IS Change, Release, Configuration and Environments across four large workstreams that will deliver a consolidated global finance model for AstraZeneca. Implementation and administration of Change and Defect Management tools, maintenance of the Programme risk register and delivery of training. Programme planning for the testing requirements of all environments and the Programme Release schedule. Working with Service Integration to ensure the Programme delivers a live service into business operation. From August 2010 to June 2011 (11 months) Problem Manager (ITIL) @ The day to day operation of the Problem Management and Major Incident Management lifecycles (ITIL) including the implementation of continuous improvement initiatives across technology and in conjunction with the business. Analysing, agreeing, documenting and implementing new ways of working and service/process improvements and measurements. Developing and maintaining a robust service risk register ensuring all mitigating actions are complete. Supporting the Change Management function by running CABs, risk assessing change and reporting Service Introduction impact. From January 2010 to July 2010 (7 months) Head of IT Business Strategy, Chief Operations Office @ Environment: Global Service & Infrastructure Delivery accountable for running and maintaining Barclays technical infrastructure, ensuring end to end service availability and quality are maintained. The COO is responsible for the planning, development, delivery and ongoing improvement of our business processes to ensure optimum performance throughout GISD. Further, to ensure operational and financial control. Circa 3,000 staff in multiple global locations. Responsible for: •Delivery of the organisational cost challenge for 2008 producing year end savings of circa £80m (Operational Business Change delivery) •Defining and implementing Global Demand Management and Global Business Integration processes ensuring control mechanisms were embed (Process Change delivery) •Designing and implementing a business wide Mentoring Framework (Business Change delivery) •Management of the organisational Transformation plans ensuring they were delivered/on-track and in continuous support of short and medium term plans (Strategic Business Change delivery) From 2007 to January 2010 (3 years) Group Head of Major Incident Handling @ Environment: Group Business Continuity Management mandated by the Barclays Executive to improve resilience in key systems and processes in use across the Barclays Group. The Group BCM team was created in 2005 as a response to inconsistencies identified in the approach to managing ‘continuity’ within each Business Cluster. A strong Group wide mandate reporting directly into the Barclays Executive board. Responsible for: •Creating a Major Incident Handling framework as a response to any type of significant event, crisis or threat and deploying it across Barclays to ensure consistency of response from each area (Operational Business Change delivery) •Using a library of disaster scenario exercises to test and improve the response to a crisis by Barclays at all levels •Sponsoring the deployment of toolsets (HP Openview, Manager of Managers & Service Centre) which improved incident alerting/handling and maximised service availability (Technology Change delivery) From 2005 to 2007 (2 years) Head of Service Assurance @ Environment: Multiple IT & Business Processing services defined in a commercially managed framework accountable for cost, risk & performance, using a matrix of suppliers. Circa 2K staff in global locations. Responsible for: •Energetic leadership, coaching & performance development of 50 staff. •Directing Service Management support by integrating Change Control, Major Incident & Problem Management using ITIL to reduce service risk and instability •Site & Business Cluster crisis management planning/co-ordination •Mitigating audit & risk ensuring controls adherence required by the Sarbanes Oxley programme •Developing a Barclays Group wide communication strategy, adhering to it during periods of service degradation •Maintaining effective relationships with all Barclays Group stakeholders in order to provide a robust, guaranteed, 24x7 escalation •Managing a Programme of Business Change projects which support the Barclays Bank global operation using PRINCE 2 From 2002 to 2005 (3 years) Major Incident Manager @ Environment: As above role Responsible for: •Committing to a 24x7 on call working •Maintaining effective relationships with vendors & with clients to ensure an effective response to severe service failure •Maximising the availability of key IT & Business Processing Services by resolving high impacting incidents within agreed timescales to enable the Barclays business to offer high performing services to customers •Minimising actual & potential financial loss resulting from service failure •Accountable directly to Senior Executives for recovery decisions made under intense pressure. High profile incidents include 911 service failure, infections from virus/worms, fake web sites, ATM/online/email fraud, delay of £1.09bn payments to customers •Providing world class, instant, communication intervention to key stakeholders, service users & clients across the global operation during periods of severe service degradation From 1998 to 2002 (4 years) Benefits Manager, Corporate Market Programme @ Environment: A number of business change & IT projects implemented across the Barclays Corporate sector. Realisation of of £100m+ benefits in reduced costs, reduced customer attrition, increased corporate sales & improved staff satisfaction. Circa 1100 staff Responsible for: •Leading a committed & energised team to manage multiple, interdependent Projects via the provision of quality Business Case Management, Financial control, Benefits realisation & investment appraisal expertise •The development of an investment appraisal ‘Centre of Excellence’ for all Business sector Projects •Membership of the Barclays committee for the Bank wide implementation of SAP integrated accounting modules •Energetic leadership, coaching and performance development of 12 staff •The effective application of Project Management methodology throughout the Programme lifecycle •The provision of accurate financial reporting and effective predictive modelling (stochastic principles) From 1995 to 1998 (3 years) Corporate Lending Manager @ Environment: Torbay Business Centre employed circa 10 Corporate Bank Managers to administer established local lending portfolios involving credit risk, management of customer relationships, promoting corporate sector products and developing links with local key business introducers to grow market share. Responsible for: •Managing a portfolio of circa 300 business customers with an aggregate annual account turnover of approximately £20m •Secured and unsecured lending discretion •Agreeing and achieving challenging targets for portfolio and Business Centre growth •Managing a team of 5 highly motivated analysts From 1992 to 1995 (3 years) Regional Office Senior Advances Analyst @ Environment: South West Regional Office served the Branch network as a sanctioning authority and acknowledge ‘centre of excellence’ for any credit risk, legal, product, premises, HR, training or business development capabilities. Responsible for: •Managing a team of career driven credit risk analysts •Reporting and sanctioning lending decisions that exceeded local Branch discretions •Developing and delivering training in ‘International Services’ and ‘Financial Securities’ to circa 2,000 staff employed in South West Region in order to improve their performance From 1990 to 1992 (2 years)

ITIL Foundation & Managers Certificates @ ISEB (British Computer Society)Associate of the Chartered Institute of Bankers @ Chartered Institute of Bankers Keith Oldham is skilled in: Teamwork, Team Leadership, Leadership Development, Fast Learner, Self Starter, ITIL, Process Improvement, Hard Worker, Able To Work Under Pressure, Highly Adaptable, Great People Skills, Intelligent, Service Minded, Interim Management, Innovator