I.C.T. Manager

Prior to Nicholas Llewellyn's involvement, the I.C.T. (Information and Communication Technology) staff had no means of communicating with the Board of Directors, they had no 'voice' in the board room. The directors’ backgrounds are from the the financial industry not I.C.T so may not have realized that there were technical and staff issues to be addressed and performance of the Internal Support department.

Nicholas instigated quarterly meetings between the I.C.T. staff and the operations team, to discuss and organize the implementation of strategic and operational policies, procedures and infrastructure.

The Internal Support Department was turned into an autonomous team with knowledge stored within a CMS designed, developed and deployed by Nicholas.

Nicholas brought in a call logging platform used for all I.C.T. issues from purchasing though to live support response time improvements on all levels of internal support entire Group.

Upon Nicholas's recommendations and a cost based analysis, The I.C.T. team has been reduced, increasing efficiency. These cost savings facilitated the deployment of automated monitoring and alerting services, alongside streamlined inter-departmental resource allocation reduced salary budget.

The team were finally able to concentrate on strategic planning and I.C.T. development for the group.