Akram Gamieldien

Experience

• 

  Qantas

  Feb 2002 - Jul 2015

  Responsibilities: Ownership of Service Management strategy.Owner of Incident, Problem, Service Transition and Service Ordering/Fulfilment processes.Operational excellence Cross-functional governance of strategic suppliers. Sourcing adviser to select new SIaM (Service Integration and Management) providerService desk performances, service level alignment, process improvements Achievements: OPERATIONAL EXCELLENCE – Improved stability of prod environment by administering Change Advisory Board (CAB) which drove compliance and managed risk resulting in an industry-low failure rate of < 1%STAKEHOLDER GOVERNANCE – Achieved industry leading targets by managing governance of 6 Tier1 suppliers through collaboration, transparency and consistencySERVICE TRANSITION – Improved Qantas brand and end-user satisfaction by administering Service Transition process resulting in fully supported prod releases, no errors and fully supported for a record 2 years in successionCONTINUOUS SERVICE IMPROVEMENT – 60% increase in end-user satisfaction by facilitating improvement workshops, leveraging service management expertise and contract management to vastly improve functionality of Service Ordering tool SERVICE TOOL TRANSFORMATION - Transformed Qantas Service Ordering Tool to most innovative and functionally rich version amongst 32 companies, including Caltex, NBN, Perpetual and Canon by streamlining ordering and fulfilment processes, setting up user-forums and developing order trend reporting SERVICE MANAGEMENT – SME for completely modernized Service Management (SM) capabilities, evaluating 6 vendor RFP’s, implementing ServiceNow tool and SM processes, Service Desk and outsourcing SIaM function STRATEGY – Improved strategic decision-making capabilities by having unique insights into IT performance by providing customer support via the IT on-line ‘chat’ function, participating in weekly architecture forum and compiling weekly IT KPI report for the CIO board presentation Show less Responsibilities: Operational governance of managed services, communication, escalations, contract and service level alignment and performanceService transition and continuous service improvementsStatement of Work quality review and business prioritisingAssist in service recovery and coordinate major Incident resolutionDrive root-cause analysis and permanent fixes Facilitate engagement with IT Services architecture, segments and program deliveryEnsure service partner accurately reports on SLAs; monitor performance and SLA business alignmentAchievements: GOING ABOVE AND BEYOND – ’Excel Award’ recipient for taking action that circumventing Qantas having to pay >$10m ACCC fines, by proactively designing and implementing processes that enabled 100,000 passenger refund claims to be processed in record timeframesPROACTIVE ACTION - Received CEO recognition for contributing to the stability of the operations environment during major flight disruptions events by invoking the Major Situation activities and establishing additional infrastructure for the critical response teamsINNOVATION – 75% reduction in recovery time of server supporting a $1m per day direct sales channel by devising and implementing an alternative method to rebuild remote serversPROBLEM MANAGEMENT – Averted industrial action and achieved a speedy resolution by using mediation and problem management skills when shift allowances were incorrectly calculated due to inaccurate recording of clocking on-and-off swipes CONTINUOUS SERVICE IMPROVEMENTS – Achieved the most successfully performing contract in terms of incidents, user satisfaction and SLA compliance for Oracle ERP suite by inspiring the team to continuously review SLAs and devising tighter targets SERVICE INTRODUCTION – Increased customer satisfaction and reduced costs by managing transition of Oracle Financial Analytics system from business supported to standard IT Managed Service environment Show less Responsibilities: Ensuring IT is a partner in achieving Business strategy Working with architects to develop IT strategyIT pipeline budget control and reporting on project status Incident escalation and business impacts evaluation Run small enhancement projectsBusiness and project manager SDLC process trainingConduct IT business forums to solicit business input for process improvements Achievements: COST REDUCTION – IT cost reduction for 4 years in succession by successfully communicating IT cost cutting initiatives, balancing business expectations and increasing efficiencies from existing processes PROCESS IMPROVEMENT – Improved customer satisfaction by designing, automating and administering new-starter on-boarding process which was previously troubled by delays due to manual processes and failuresVENDOR ON-BOARDING – Significant cost reduction and increased IT capability by developing business engagement processes when Project Delivery Services were outsourced to IBMSERVICE TRANSITION – Reduced costs and risk by end-to-end management of project to transition Qantas Super from in-house supported (hardware and software) to externally vendor supported service, including the decommissioning and staff transitioning Show less Responsibilities: IT ownership of Passenger Revenue Interface Application System (RIA)Provide Business intelligence reporting from the Finance systemsResponsible for Incident, Problem, Service Transition and Service Request processes for RIAEnsuring operational integrity and data qualityDecommissioning strategy of existing Finance systems Analysing and documenting systems enhancements and project manage these to implementationIT SME for transitioning the Revenue and Finance systems for outsourcing Achievements: TRUSTED PARTNER – Integral for providing data to Finance and Marketing executives for making strategic decision by producing complex, often confidential data analysis and trending reports BRAND ENHANCEMENT – Improved Qantas branding to promote carbon neutral credentials by designing and implementing the Carbon Offset Program for flights taken by employees STAKEHOLDER MANAGEMENT – Ensured smooth transition as trusted partner and SME by gaining business confidence and promoting new IT engagement model for major IT outsourcing programNEGOTIATION – 12% cost reduction for Passenger Revenue monthly processing charges by analyzing, refining and increasing accuracy of underlying recharge formula ANALYSIS AND PROJECT MANAGEMENT – Reduced risk and increased strategic decision making by analysing business requirements and managing small enhancement projects Show less

  • Senior Consultant - Service Management Centre of Excellence (CoE)

    Aug 2012 - Jul 2015

  • Service Delivery Consultant - Service Operations

    Feb 2009 - Jul 2012

  • Senior Business Analyst - Segment Services

    Sept 2005 - Jun 2009

  • Business Intelligence Analyst - Revenue & Finance

    Feb 2002 - Aug 2005