Fiona Barnes

1995-1998 Software Support Planning Engineer

• Personally lead the support planning and deployment activities for 2 software product families
• Implementation of effective support services for new product releases and existing product upgrades
• Liaison with Division Marketing and R&D groups, and HP Services to complete product support plans ahead of product release
• Implementation of web-based product support plan resource, improving access to new release information for all service personnel
• Created World-Wide Software Support Council; Managed and hosted quarterly worldwide software support council meetings, bringing together key individuals from across the business to discuss issues, ideas and innovation for future product releases
• Management of info-desk, and email based information service to existing and prospective customers

1998-2000 IBU Manufacturing and Distribution Team Lead

• Managed and trained a team of 5 people, including 1 remote member of staff; Expanded the overall remit of the team from 2 to 10 product families
• Delivered on manufacturing and distribution processes for various product families, including liaison with divisions, internal and external manufacturing and distribution partners; Managed request for quote process for support and supply chain on behalf of the business unit
• Manage corporate price list activities to ensure all products were released on schedule, over 1000 line items total
• Implementation of software subscription process, including customer database, enabling new revenue channel for division
• Populated Year 2000 database with information for all managed products

2000 - 2002 Software Supply Chain Manager HP Software: Middleware Division

• Responsible for all aspects of supply chain related to 5 different software product families, including proprietary software and third party acquisition.
• Successfully integrated US-based Software Company, working with existing personnel and HPs divisional personnel to explain and adapt HPs supply-chain processes, including Bluestone's product portfolio, within 3 months of the announcement and full integration within 6 months.
• Led a transatlantic team, recruiting, training, coaching and developing employees. Eventual consolidation of headcount to provide cost savings of $400k p.a.
• Consolidated multiple brands, satisfying both corporate guidelines and divisional product team requirements within the mandatory time lines; implementing newly designed packaging within environmental guidelines and providing volume-based cost savings to the divisions, adhering to HP Corporate guidelines and incorporating conservation and environmental principles.

2002-2008World-Wide Program Manager, HP Software

World-Wide VSOE (Vendor Specific Objective Evidence) Compliance Manager (Mar 07-Sep 08)

• Managed VSOE activities for Software Services BTO Portfolio. Specific responsibility for managing EMEA Team, and program managing World-Wide team in preparation for external audit with Ernst and Young. Passed both first and second external audits; implemented monthly internal audit process and passed SOX (Sarbannes Oxley) audit in EMEA Region, ensuring all software services sales were not impacted
• Recognized for VSOE achievements with a Technology Services Most Valued Player Award

Program Management Office (PMO)

• Designed the PMO for Software Services, providing a single informational resource (website) for all projects and programs; including templates, examples and training; Definition and documentation of the project checkpoint process, including updating of collateral and on-going management of the process for life cycle projects
• Review and continuous development of software support project life cycle to align with business strategy and improve effectiveness of project managers and project management techniques within the organization, delivering projects on time and within budget.
• Provision of coaching and training to 25 members of the project and program management community on life cycle, reporting, project financials and communication; set up project website template for project managers to increase effectiveness and reduce project start-up time; Provision of training to 11 project sponsors (including VP level executives) on effective project sponsorship
• Development of the Mergers and Acquisitions (M&A) Software Support lifecycle with the SW Support M&A program manager, including business milestones and cross-organizational dependencies; presentation to and buy-in from Senior business leaders and support for patent submission on completion
• Software Services Portfolio Migration: Joined a cross-functional, world-wide team to implement project methodology and behaviours, successfully renegotiating the scope and timetable of the effort. Phase 1 completed in 8 months; Phase 2 completed in 10 months. Regular communication with sponsors, stakeholders as well as our Software Sales, Services Sales and Contract Administration community, ensuring zero negative impact to services sales of approximately $50m throughout the duration of the project.
• Support Conversion Program: Implemented an EMEA-wide process to gather end customer data at point of order through the Channel; Improved customer satisfaction by timely enablement of support contracts which increased the revenue opportunity at contract renewal by a minimum of $2m per annum (against a goal of $1.5m) as well as developing EMEA-wide savings of $150k per annum through removal of work for the Contract Administration teams, leveraging Lean 6-Sigma methodologies and PDSA processes.
• Monthly reporting on the Plan of Record (POR); liaison with project managers and POR manager to ensure all required information is captured; Reduced the time for report collation and publishing by 80% (from 20 hours per month to 4 hours per month) against a target of 50% reduction, providing a cost saving of $9.2k per year
• Incorporated pre-merger Compaq Telecom products and services into HPs supply chain, ensuring seamless transition for customers and without detriment to sales revenue and profitability.
• Initiated a cross-business unit stakeholder team, reviewing the product launch process, resulting in a reduction of the lead-time for publishing products and prices from 3 months to 6 weeks; allowing quicker 'time to market' for new product introductions and an increase in revenue for the company estimated to be >$12m

2008–presentOrganizational Effectiveness & Development Manager, HP Software Field Strategy & Operations

• Developed and facilitated critical programs involving people transition and development, supporting 500+ employees worldwide; Driving average training commitment from 9.6 hrs pp/year, to 68 hrs pp/year in 12 months
• Designed and implemented 2-year graduate rotational program for 14 graduates across 7 locations world-wide, providing structured development for both bachelors & masters graduates, rotating through at least 5 functions per graduate, and resulting in 12 permanent placements into worldwide and regional business operations teams at the end of the 2 year program.
• Established a cross-functional, virtual team to drive an increase in employee engagement index established from the HP Voice of the Workforce. Led a team of 12 individuals to deliver a program of actions and events over a 6 month period, with a 7 point increase for the organization in one year, and a total of 21 point increase over 4 years
• Analyzed, planned and defined programs and projects that increased engagement and employee development for HP Software Field Operations teams, including career development, employee engagement, talent management, peer group mentoring, career and personal development activities, individual mentoring and career coaching
• Established and maintained relationships with business leaders within the operations function to understand critical business activities and align development offers to assist with meeting business objectives. Worked closely with Business Human Resources teams (for Operations and across Software) to drive the execution of a wide spectrum of Human Resource (HR) programs including Workforce Management, promotions and hiring. Contributed to the development of the change management strategy within the business (eg Off-Shoring) and created quarterly reports with complex quantitative and qualitative analyses of workforce data.
• Partnered with Learning & Development organization to deliver 43 business critical enablement opportunities leveraging either in house or external delivery options, providing 36% self rated improvement in skills and 88% satisfaction levels in a 12 month period
• Established formal Six Sigma Green Belt program obtaining VP-level sponsorship to fund two cohorts of students through formal training, project coaching and certification. 8 students certified within 14 months for first phase with $4.7m savings, 10 students currently studying for phase 2
• Developed enablement communication programs for both employees & managers, delivering minimum of one bulletin each month for each audience; In addition, delivered manager webinars to support on-going leadership development as well as just-in-time trainings for HR planning cycles for ratings, performance reviews and career coaching; supported with on-line information via SharePoint calendar & "HP Connections" intranet page

HP UK Women’s Employee Resource Group (ERG) (Nov 05- Oct 13)

• Voluntarily formed a leadership team in 2005/2006 to establish an HP UK Women's Network; Gained world-wide approval for the network and received commendation for the content of the charter documentation, supporting HP UK Ltd in achieving its Diversity and Inclusion goals. Charter documentation became a world-wide standard for HP. Led the network for over 7 years, providing on-going employee development opportunities and promoting the benefit of a diverse workforce within HP
• Delivered 16 low cost/no cost events throughout 2013 financial year to increase employee enablement, support women's career development and provide networking opportunities within HP and with external organizations, eg "In the Chair" speaker series, external speakers; supported social innovation with charitable events
• Request to speak on behalf of HP at the Women's International Network event 2006 in Rome, Italy on the subject of "Building networks in corporate environments"; In addition, asked to speak on behalf of HP at the Working Families of the Year Day School on the subject of "Progressing Women in the Workplace".

• Participant in the quarterly Diversity Team meetings with Diversity Champion, UK HR Director and leads from other employee resource groups.    Supporting joint diversity activities throughout the UK as needed

• Responsible for all aspects of Customer Service, including handling customer complaints
• Responsible for hiring, management and training of a team of 5 staff, as well as deputizing for the Technical Manager during absence
• Devised and developed routine administrative operating processes; Implemented field service software package and developed in-house user manuals; produced procedures and documentation for BS5750 accreditation
• Introduced account management program for all service providers
• Established on-site and extended warranty program; Developed and produced month end profitability and management reports
• Transitioned Customer Services role to third party service provider before being made redundant

Igniting and Sustaining Change | Partnering for Business Success | Retrospective Facilitation

Appreciative Inquiry Facilitation | Remote Management and Team building

Excellent communication skills (written and oral, virtual and face to face)Cross-functional and multi-site team design and management | Virtual Team Leadership Leadership | Mentoring and Coaching

Process Management | Green Belt Trained | Project and Program Management