I was contracted to HIQA in a role as a Senior Project Manager. I successfully delivered several projects on Infrastructure upgrades. I was subsequently assigned to a review of the PMO Operating Handbook. Given that the Organisation had adopted a Functional Management approach to project delivery, I clarified job specifications for key project roles, and modified to existing document templates (e.g., Project Initiation Document). I reviewed each Stage-Gate requirement, redefined the inputs to satisfy all the requirements of each StageGate, and updated the use of milestones linked to key deliverables, which directly improved project progress reporting to the Governance Board. More recently, I was assigned as the PM to review the Organisations data security procedures. This resulted in further projects (working with a 3rd Party Consultant) in updating corporate policies, processes, and procedures to support HIQA in attaining the ISO27001 standard for Information Security.

Working with Ergo Services I was assigned to the delivery of customer projects, consisting of On-Prem Infrastructure and Office 365 migrations, along with managing the associated Professional Services. I completed a project on behalf of a company in Financial Services requiring their IT estate to be relocated to a remote data centre. This project was delivered without any loss of service or negative impact on Business Operations. I became proficient in preparing customers for transition to IT Managed Services and have documented a process workflow, for capturing the maturity of a project as it progresses to MS transition.

I fulfilled a contract with Vodafone Ireland as Project Manager, responsible for an e-Payments project. I managed third-party vendors in scope alignment and product testing. The following applications were successfully deployed into production,• Invoice Generation – Bills available online or posted to customers from a secure 3rd Party Vendor• Mandated payments – Customer authorised Direct Debits processed as per SEPA rule book (PSD 1) • Mandated payments - Debit/Credit card payments processed through card system authorisations • Once off Card payments - PCI compliant payments through Phone Operators and IVR system• Processing of Cash Payments - Barcode & Bank Giro, managed by 3rd Party Vendors

Contracting as a consulting PM to Amdocs PSI Consultancy, to establish a PMO for a customer CRM Project. I had primary responsibilities for project governance and the implementation of workflow processes. The key items delivered were as follows,• Resource Utilisation plan for SMEs covering design workshops and document reviews• Implementation of status reporting tools & performance measurement for 3rd Party vendors• Automated reports (up-to-date RAG status) available for program reviews.

Consulting Project ManagerI secured a contract with Netshare (a Vodafone company), to manage the upgrade of their National Microwave Radio Network to support their new 4G service.

Senior Programme Manager (UK & Irl) 2008-2014Senior Manager PMO / Business Operations (EMEA) 2003 -2008Project Manager Broadband /CPE deployments 2000- 2003 I was a Senior Programme Manager in a customer facing role. I managed virtual teams from across EMEA as well as on-site resources and 3rd Party vendors in successfully delivering infrastructure & software upgrade projects to BT, Orange and O2 in the UK along with projects for Vodafone, O2 and Eircom in Ireland. Such projects consisted of,• Network Infrastructure (Mobile Access, IP and Radio Transmission) deployment projects • New Technology Integration (Femto Cells and Lawful Intercept) projects• Software upgrade and migration projects – Messaging, HLR, GGSN, SGSN & AAA ServersSenior Manager (Business Operations & PMO) 2003 – 2008I held the position of Senior Manager in Ireland for PMO/Business Operations EMEA. I successfully implemented SOX controls which transformed the move away from established practices to newly defined End to End processes. These became the cornerstone of Business Operations in delivering successful projects by ensuring a “Five-way alignment” in managing Business Case preparation /Customer Quotation, Sales Order creation, Project Purchases, Contracted Deliverables and Revenue Recognition. The success of this assignment was reflected in the following achievements• High standards of corporate governance were achieved across all projects• Sarbanes-Oxley controls successfully applied on all customer projects • Sales Orders aligned with project milestones and contracted deliverables • Project Audits – ensuring compliance with SOX regulations• Quarterly reviews (WIP tracking), improved the gross margin by avg. of 2%• Revenue Recognition Process - €650M invoiced (UK & I) - no credit notes issued Project Manager (CPE) 2000 - 2003I was a Project Manager for the deployment of Broadband Access equipment installed in customer premises (CPE) on behalf of Telecom Operators.

Management of Customer Service Operations. Providing On Site support for Travel Agents throughout Ireland who were connected to the Galileo Wide Area Network. Key achievments includedSuccessfully delivering a Technology upgrade project (planning through to delivery) for the migration of all customers from X25 to TCP/IP NetworkRefined the processes for the administration of On Site Emergancy Support resulting in a reduction of the accepted backlog of "Open Tickets" (previously in excess of fifty Severity 3 for any given week) to a number of less than twelve. Severity 1 faults were resolved same Business Day, Severity 2 Faults within 24 hours and less than a 48 hour response for Severity 3 faults.

Management of Technical Services Dept.I held the position of Field Service Operations with Line Management responsibilities. I managed a department of 10 people in Service Operations, with responsibility for delivering on-site support to customers throughout the country coupled with ownership of Operational KPIs and Fiscal performance. As a member of the management team I had significant input into the direction of Business Operations. The key sucessful achievements were• Increased On-Site productivity of Field Support Engineers (7% growth in Service Billing)• Improved Financial performance of Service Operations - achieving 42% Gross Margin