1. Brian Johnson Curriculum Vitae
5 Jubilee Mews, Prinsted. West Sussex. PO10 8EA
Mobile +44 (0) 7595 341439 / LinkedIn & Email: Johnsonsolutions@mac.com
Profile
Performance focused with experience and exceptional knowledge within Operational Service Delivery and
Change/Transformation/Transition. Specialising in a number of key components within these areas such as
strategic and operational Change (Transition & Transformation), Programme & Project Management,
Commercial, 3rd
Party & Vendor Management, Contract and Finance Management, Incident (including Major
Incident), Service Introduction, Problem and Release Management.
Excellent communication and consultancy skills gained from relating to people at all levels, combined with 18
years hands on experience of working in outsourcing, consultancy, operational, people and team
management, lead, project and technical orientated roles. I have a strong problem solving ability and an
aptitude for identifying and implementing better operational working practices and procedures
whilst supporting operational business as usual.
Completely flexible with work location having previously held positions from Portsmouth to Ireland and many
locations in between.
Career History
Service Transition Manager, Vitality Health & Life (Bournemouth) July 2015 to present
Vitality Health & Life (formerly Pru Health) is the UK’s fourth largest private & corporate medical insurance
provider and is part of the South African Discovery Group, one of the leading providers of insurance solutions
in the world covering over 4.4 million lives globally.
My main role is ownership and delivery of Service Transition for the End User Computing services based out
the Discovery headquarters in South African into an outsource provider, in this case Atos, and a Vitality UK
base operational model for Service Delivery & Service Support for 1,700 UK based employees.
From contract signature my role was to design, plan and operationalise all aspects of the Service Delivery &
Support functions including people, process and tools, to enable a smooth transition and operation into
steady state. This included design and implementation of Support Models, tools, extending core Service
Hours and implementing a 24x7 operation, operationalizing joint operating models between the outsource
provider, Discovery and the in house IT Operations Group.
Operational Service Centre Manager, Point to Point (UK Locations) August 2013 to April 2015.
Point to Point have been specialising in the support of Desktop and Application environments since the mid
1990s.
Responsible for all aspects of the service including achieving contract signature through to operational
business as usual Service Support, encompassing the core Service Support and Service Delivery
Management principles as well as the financial management & reporting of the comprehensive Service
Levels, associated contractual agreements and supporting 3rd
Parties & Vendors.
After successfully Project Managing the one of Point to Points major contracts into a steady state, I was then
given increased responsibility to ensure the Transition & Service Readiness processes were delivered across
the company and promoted to Operational Support Manager. My main focus was to manage the internal and
supporting eternal/customer operational systems, processes & policies and staff to support Point to Point
customers. Ownership of business process and organisational planning to achieve and improve contractual
service levels and customer satisfaction; Instill and promote a proactive and continual service improvement
culture within Technical Operations and Service Management Teams; Work with Point to Point Senior
Management to understand and help set strategy around effective and efficient delivery of Operations;
Continually review commercial versus actual operation to ensure effective and efficient delivery of
Operational services; Continue to promote early engagement from Sales team to agree strategy for new
opportunities and existing Managed Service Customers; Ensure priorities are known, communicated and
delivered working with Service Manager, Service Delivery Manager(s) and Technical Team Leader and track
progress as appropriate; Ensure that process around quality are in place for transitioning new and additional
services into business as usual Operations; Supervise and coach direct reports on an ongoing basis.

2. Deployment/Transition Manager, Virgin Atlantic Airlines (Crawley) November 2012 to July 2013.
Virgin Atlantic Airways is Britain’s second largest airline serving the world’s major cities across thirty
international destinations.
Deployment and Transition Manager for their Payment Card Industry Data Security Standard (PCI DSS)
programme the purpose of which is to stop the cause of financial theft by increasing controls around card
holder data and ensuring the systems which process, store and transmit customer card data are secure. My
main areas of responsibility were around the multiple Customer Service Desk engagement and Readiness
activity such as owning the delivery stage of the multi component programme to ensure the Business
community are engaged, have bought in, have fully tested and are on board with both system plus processes
changes through to post implementation support and business as usual.
Change Manager & Transition Manager, Thales/Dell (Crawley) December 2011 to August 2012.
The UK’s second largest defence electronics supplier, Thales employs approximately 9000 people in more
than 40 locations across the country.
Working again with Thales but this time as part of £6m IT Transformation Programme. The main aim of the
programme was to move 9000+ UK wide users from a number of disparate legacy IT domain and email
systems onto a single Active Directory and one Microsoft Outlook platform. My role as Business Change
/Transition Manager included user readiness communication & training, business impact & scheduling plus
programme reporting & tracking.
Business Change/Contract Manager, Reliance (UK locations) November 2010 to September 2011.
Reliance works with a range of customers helping them reduce their costs, improve efficiency, increase
performance and deliver safe and secure quality services in Security Solutions, Facilities Management and
Government Services.
Reporting directly to the Reliance Board Business Development Director, working on both the
Change/Transformation Programme and supporting new business development initiatives.
My main focus was a £20m business development initiative outsourcing project for the Cleveland Police
Authority, for which I led the bid, the commercial and financial management negotiations. When Reliance
won I mobilised the commercial contract schedules through operational readiness into business as usual.
I was also a part of the Reliance Change/Transformation Programme which was set up to ready the Reliance
organisation for major changes in the company, including a split from the parent organisation, changes to the
main contracts/cash flow, the shift in the Reliance strategic direction and kick off activities to implement the
future target operating model.
Service Transition Manager, Royal & Sun Alliance (RSA) (Horsham) - July 2009 to June 2010.
RSA is a FTSE 100 company that run general insurance businesses with a strong market position both UK
and abroad.
Reporting to RSA Live Service Manager, my responsibilities covered ownership of Change Management,
Vendor Management, Service Transition/Introduction, Release Management and Configuration
Management.
I assessed the current state of the Change & Service Introduction process, the effectiveness of department
members, governance and tool sets. I Project Managed the implementation of a number of quick wins and
longer term proposals, managing how RSA best moved forward from current state to a more mature
model, aligned to ITIL V3. Additionally, I picked up operational and line management responsibilities for the
in house teams.
Programme Office Manager: Airwave Solutions London 2012 Programme (London) - October 2008 to
June 2009.
Airwave design, build and operate the largest public safety radio communications network in the world,
delivering critical voice and data communications to organisations that provide vital public services.
Reporting to the Programme Director for Airwave Solutions on the London 2012 Olympic
Programme, delivering the TETRA Secure Radio Network and associated secure services.
My main areas of responsibility were in the delivery of the Programme Office functions around Change, Risk,
Vendor, Financial and Commercial Management. I implemented the associated
processes, mechanics, governance and reporting structure, plus the tools that ensured effective and
efficient processes were adhered to. I was also the Airwave point of contact for LOCOG and liaised with
Airwave Communications team to ensure effective and consistent communications both internal and
externally.

3. Interim Change Manager: Thales Enterprise Solutions (Doncaster)- March 2008 to June 2008.
The UK’s second largest defense electronics supplier, Thales employs approximately 8,500 people in more
than 40 locations across the country.
I picked up two key outsourcing accounts as Operational Change Manager on a short-
term basis, plus reviewed additional client processes around Service Management. I also helped recruit two
new Change Managers to pick up the Change Management operation.
Service Transition, Change, Major Incident, Business Continuity & Disaster Recovery Planning
Manager: Sony Information Systems Europe (Basingstoke) - October 2006 to February 2008.
Sony UK employs around 4,500 people in functions including Manufacturing, Sales and Marketing and is the
hub for all European operations.
I managed the Sarbanes Oxley compliant Change Management process, from scope definition to
delivery, ensuring standardised methods and procedures were used for the efficient management
and introduction of all SAP and supporting infrastructure changes. I also had ownership of the Business
Continuity Plan and delivered the Major Incident Process, including undertaking the role of 24x7 Duty
Manager for operational support and the categorisation and management of key critical services. I managed
a team of four onshore and two offshore resources, BCP Manager, Change Analysts and Database
Administrators and a number of 3rd
Party/Vendor Management relationships.
Senior Change Manager: Thales Services Delivery Division (Crawley) - March 2006 to October 2006
Problem and Major Incident Manager: Allen and Overy (London) - November 2005 to March 2006.
Service Transition, Change, Problem, Service Introduction & Major Incident Manager: Royal & Sun
Alliance - Shared Financial Services (Dublin, Southern Ireland) - April 2005 to November 2005.
Contract Change Management Consultant: Glaxo Smith Kline (Uxbridge) - May 2004 to March 2005.
Change Management: Network Rail, Information Management (London) - March 2003 to May 2004.
Contract Change Manager: Crown Prosecution Service(London) - March 2002 to October 2002.
Business Change Manager: IBM Global Services (various UK locations) - June 2000 to August 2001.
Change Manager: Computer Sciences Corporation (various UK locations) - March 1999 to June 2000.
Change, Qualification, Integration & Test Lead: Lockheed Martin (Portsmouth) - March 1996 to March
1999.
Accreditations
Current SC (Security Cleared) held until 16/01/2019 & NPPV (Non Police Personnel Vetting) until
26/11/2013;
ITIL Configuration, Change & Release Management Practitioner 2003; ITIL Service & Support Essentials
Service Management; Prince 2 Guidelines for Projects and Programmes Foundation;
Dynamic Solutions Development Methodology (DSDM), Rapid Application Development (RAD);
Computacenter USPSD/AHD, HP Openview, Assyst, Remedy, PVCS, ServiceNow.
Full clean driving licence.
References Available on Request