Enhancing product appeal and identification, ITW Graphics is an industry renowned global developer and supplier of high quality, embellishment heat transfers.A member of the division leadership team, with manufacturing facilities in North America, Europe, and Asia, servicing a customer base of globally recognised brands that included automotive, appliance, medical, security, cosmetics, personal care, industrial, sporting goods, licensed sports, and sports apparel markets. Led the global operations function of the division, overseeing approximately 550 employees for almost a decade. managing a diverse team of 7 manufacturing plant managers, 2 distribution centre managers, global process engineers, industrial chemists, and project managers.Developed and executed short- and long-term operational strategies, delivering superior results in terms of facility, equipment and human capital utilisation and efficiencies, cost reduction, ROIC and best in class customer facing metrics.Provided strategic leadership and direction to the division operations function of up to 500 associates through a global team of direct reports comprised of plant managers and engineers on manufacturing, supply chain, sourcing, quality, capital investment, safety, 80/20 lean principles, & simplification over almost a 10-year period.Championed safety and implemented a globally standardised H&S programme across the division resulting in zero lost time accidents or medically treated injuries in >760 days, as of end P-10 2023.Delivered multi million dollar conversion costs & overhead savings from continuous improvement initiatives and business restructures, exceeding annual plan commitments each year.Highly experienced in business and facility expansion, consolidation, integration, site rationalisation, restructures and divestitures. Skilled in the development and implementation of small and large scale capital expenditure projects

(Previously held business unit manager position eliminated when ITW. Inc restructured & implemented “New Enterprise Strategy”). Newly defined role and essentially plant / facility manager with added responsibility for the Sporting iD distribution center in the UK, servicing the federation and retail licensed sports markets globally including the Premier league, FIFA, UEFA, Real Madrid, and many international football teams.Full Profit & Loss ownership for the Ireland facility.

Overall management of the facility including manufacturing, supply chain, sourcing, quality, customer service, and continuous improvement initiatives, while reporting to the group general manager.Championed safety and developed plans to support the goal of zero accidents.Delivered products in quantities and qualities, which met demand, for global brands such as the English Premier League, Nike, and Adidas, at a cost that ensured profitability and growth consistent with corporate objectives..Actively analysed key performance indicators for the plant with a critical focus on capacity, efficiency, quality, cost, and on time delivery. Developed and implemented operational strategies accordingly.Additional responsibility for a small, specialised manufacturing facility in Turkey from mid-2010 to mid-2011.

Overall management of the operations function of the business. Developed and implemented processes and procedures to improve quality, productivity and efficiency in the facility. Formulated and implemented strategic objectives and tactical solutions for the various departments. Managed the consolidation and ramp up of 3 production line of a new product, transferred in from a UK facility.

Reporting to the general manager, overseen all aspects of the day-to-day operations of the manufacturing process in the production of PU & flock based heat transfer embellishments for the licensed sports and sports apparel markets.

Led the production function in all aspects of the day to day operations of the manufacture of mobile telephone operators antenna for the domestic and export market. Designed and implemented manufacturing process, transitioning from modular / job shop manufacturing to in-lined multi station manufacturing. Reduced manufacturing throughput hours by 25% and increased first time yields from 80% to 95%.Implemented 5S in the manufacturing unit. A new concept for the business.

In 2001 Motorola sold its Swords, Co. Dublin operation to Canadian company Celestica and my employment transferred from Motorola to Celestica at that time.Simultaneously led multiple teams of production supervisors and manufacturing associates (Circa 70 people) on SMT lines building circuit boards for various technology solutions and end markets.Led continuous improvement initiatives relative to output, quality, cost reduction & OTD.

Simultaneously led multiple teams of production supervisors and manufacturing associates (Circa 70 people) on SMT & model assembly lines producing mobile phones.Led continuous improvement initiatives relative to output, quality, cost reduction & OTD.In 2001 Motorola sold its Swords, Co. Dublin operation to Canadian company Celestica and my employment transferred to Celestica.

Designed, implemented, controlled, and optimised manufacturing process in the production of denim Jeanswear.Set SAH (Standard Allowed Hours) values where direct operators were remunerated on a piece rate system.Managed the training department and 4 training instructors, responsible for upskilling ~300 machinists.Managed the facility scheduling and planning function.

Conducted Time & Motion and method studies to set SAH values for piece rate remuneration system. Conducted production studies to increase efficiencies of low performing direct labour operatives. Identified and implemented capital expenditure needs. Managed sampling process of new styles, establishing production status readiness and introduction.