Daniel Mańkiewicz

+ Supports global Service Management Center goals by ensuring the quality of delivery and governance of the global processes from the Centre of Excellence for a specific Global Business Unit or Global Account.
+ Works closely with, and leading, the process management community for a specific GBU or Global Account.
+ Directly responsible for Process Lead(er)s and Team Managers
+ Functionally responsible for a team of over 60 change managers and change coordinators
+ Is an escalation point for the particular process from Center of Excellence / GBU perspective
+ Actively involved in tactical process set-up and management in collaboration with Global Process Owner / Expert
+ Accountable for regular reporting of globally required SLAs / KPIs for supported accounts, based on inputs from Process Lead(er)s
+ Supports recruitment process from expertise validation perspective
+ Monitoring of budget constraints: hiring, invoicing, contract management, attrition, salary review. Cooperates closely with cost center owner (i.e. Tower Country Manager)
+ Accountable for participation in internal or external audits (Lean, ITCF, CKCA, ISO, etc. )
+ Can be directly engaged in crisis management activities, providing process expertise, best practice sharing and facilitating immediate improvements
+ Involved in performance management process as part of people management area, identifies development potentials within the team / talent management.
+ Accountable for mentoring and development of Process Lead(er)s, Process Managers, knowledge sharing

+ Take-on the global Change Management process and document Global Business Unit or account- specific additions.
+ Identify opportunities to introduce Change Management process automation.
+ Define local Change Management process related reporting if required.
+ Structuring of the Change Management process team within the GBU Service Management Center to deliver on location strategy and appropriate cost model(s).

+ Implementation of specific Change Management process, policy, rules and guidelines for all customers within the GBU.
+ Management of the Customer specific additions to the global standards for GBU customers.
+ Definition and documentation of additional GBU KPIs, reporting and key controls as required.
+ Contribution to the reduction in the ‘cost of non-standard’ by driving the implementation of the global standard.
+ Test the Change Management process and monitor process performance.
+ Execution of Change Management process tasks.
+ Responsibility for implementation of the Change Management process and key controls including communication and training to ensure employees work in alignment with the global and regional/GBU Change Management process.
+ Ensuring that execution of the defined Change Management process standard (and additional local elements) is adhered to in daily business according to agreed global KPIs, SLAs and budget.
+ Responsibility for coordination of the Change Management process across resources - account service team, SMC and (global) factory.

+ Monitoring and measurement of Change Management process performance in the GBU.
+ Measure and report Change Management process adherence (against local and global benchmarks) to ensure that the rules, guidelines and standards are adhered to and customer SLAs are achieved.
+ Identification of any opportunities for process automation– align with Change Management Global Process Owner to implement changes.

My merged responsibilities of those two positions involved:

+ Single Point of Contact for the Client, HP Printing PPS in DACH / PL region.

+ Change Manager for whole HP DACHPL account, operationally active also on EMEA level.

+ Team Manager for a team with over 20 employees

+ Leadership in motivational project "PULSE" for all employees within site (over 300 individuals)

+ Advanced change and process management across HP account (200 consultants).

+ Single Point of Contact for the Client, responsible for HP Image & Printing Group LOB – three teams with over 100 individuals.

+ Evaluation of changes suggested by the Client with special consideration of financial aspects and adequate human capital allocation.

+ Successful implementation and responsibility for over 100 various changes in 2011 in HP project.

+ Coordinating interdepartmental workflow, involving Operations, IT, Quality and Training, Resource Planning.

+ Representing company at DACHPL and EMEA level in teleconferences with the Client, covering process-technical change management.

+ Partaking in TSIA (Technology Standards Industry Association) recertification process for Stream/HP in 2011.

+ Mentoring and coaching less experienced Team Manager colleagues.

+ Direct team management during other Team Managers’ absence.

+ Covering service delivery management during SDM's absence

+ Managing the team of over 50 technical support consultants, providing customer service for commercial line of HP line of business in DACHPL region.

+ Key contributor in achieving TSIA certification by Stream and HP in 2010 and 2011.

+ Achieving all measurable KPIs on a monthly basis during whole period since overtaking Team Manager’s responsibilities.

+ Creating and achieving yearly budget, combining that with regular finance forecasting process with a variance of 3% maximum.

+ Optimizing internal processes within the Team, in terms of adjustments to Client’s requirements.

+ Managing Client's process-technical escalations
side, also with regular calibration sessions.

+ Co-leading (partnering with HR) job interviews as a party assessing IT knowledge and soft skills of a candidate.

+ Evaluating consultants’ phone conversations in terms of quality assurance

+ Conflict management

+ Creating training module for future Team Managers in area of “KPIs and Performance Management

+ Supporting team of consultants (over 50 employees) in solving customers’
issues regarding business notebooks, software- and hardware-related.
+ Providing professional trainings for new co-workers (Troubleshooting,
Software, Drivers, Applications used by agents on a daily basis)
+ Finding and implementing new solutions to diagnose the issue and solve
it remotely without the necessity to repair customer’s hardware
+ Coaching co-workers by evaluating their conversations to constantly improve the quality of customer service and technical skill.
+ Cooperation with Global Competency Center located in India (2nd level
of support).
+ Creating author training materials, used until present day

+ Remote issue troubleshooting in area of business notebooks, tablet PCs and desktops of a world-leading manufacturer – Hewlett Packard.
+ Proven track record of over 500 cases solved remotely, using only own IT skills
+ Coordinating electronic mail system Business-2-Customer in English and German.
+ Providing hardware- and software-specific trainings for co-workers (ca. 50 individuals) with focus on newest technologies.
+ Providing constant assistance for co-workers regarding software- and network-related issues, using IT/soft skills knowledge.