The Challenge: Fragmented Service in a Global Enterprise
Oldcastle Infrastructure, a division of CRH, required a modernized approach to service delivery for over 5,000 users across 90+ global sites. The existing environment lacked standardized leadership roles across operations and development, leading to inconsistent incident handling and a lack of formal governance for business-critical systems.
The Strategy: Platform Consolidation & ITIL Alignment
I served as the IT Service Manager for Global Services, taking direct ownership of the ServiceNow lifecycle and enterprise governance models.
1. Disciplined Platform Implementation
I led the ServiceNow implementation with a focus on workflow optimization and vendor consolidation. By strictly managing configuration and licensing efficiency, the program was delivered $938K under initial estimates.
2. Governance and Change Control
To stabilize the production environment, I established a formal Change Management process and Change Advisory Board (CAB). This introduced necessary rigor to controlled change execution, directly reducing unplanned incidents.
3. Knowledge-First Support Model
I implemented Knowledge Management and Standard Operating Procedure (SOP) frameworks within the platform. This shifted the support model toward self-service and enabled the team to resolve 79% of total ticket intake without escalation.
The Results: Measurable Operational Stability
The transformation established a foundation for scalable enterprise operations and supported post-merger growth without increasing headcount.
- Implementation Efficiency: Delivered ServiceNow $938K under budget and saved an additional $245K through internal platform administration.
- Fiscal Impact: Reduced annual IT costs by over $1.6M through platform consolidation and contract optimization.
- Operational Discipline: Improved uptime and root-cause remediation, resulting in a 4% decrease in unplanned incidents.
- Scalability: Successfully managed a national mobile device program for 5,000+ users while accelerating acquisition onboarding by 40%.