Set up my own company for the provision of Project Management, Management Consultancy & Management Development Services with two distinct objectives: To bring the benefit of personal diverse management experience to companies in need of radical business management refocus, by identifying & analysing the key factors affecting business performance, progressing to development & implementation of management structures & operational procedures that deliver the benefits quickly to bottom line performance. To provide a cost effective Project Management, Engineering and Quantity Surveying service to the SME sector, with a key focus on maximizing value and return for money spent, together with delivery of projects within agreed budget & time frame for our clients. Due to demand the Project Management, Engineering & Quantity Surveying side of the business took over the full focus of the business. The main sectors of operation are in the industrial, commercial and manufacturing sectors, mainly in the Munster area. Projects range in scale from approximately €500,000 to around €5,000,000. Projects are developed from concept to turnkey and include manufacturing plants, office developments, mixed commercial, schools & creches and numerous mechanical/process projects in the dairy & food sector

Responsible for overall business development and bottom line performance of the company including it two subsidiary companies.Initiated and implemented a radical assessment of existing operations resulting in an effective management information system, allied with the implementation of a reorganised/refocused management structure.Developed a clear export strategy to enable business growth and reduce domestic market dependency.Introduction and implementation of a world class manufacturing programme, achieving improved productivity together with enhanced product consistency and quality

•Responsible for the entire profitability of the agri-division with a turnover of €310m. (€215m milk procurement; trading €95m including co-op shops, animal feed milling and hardware).•Managed and motivated a total staff comprising 300 people. Continuously assessed staff performance. Identified and influenced the career path of employees who responded to the challenges and demands made in a very changing business environment.•Negotiated milk price adjustments with the company board, farmer representative bodies, ICMSA, IFA and others, taking into account prevailing influences within the milk sector in the immediate region of Golden Vale and indeed nationally.•Gained total familiarity with the operations of the Common Agricultural Policy (CAP) in Europe and by extension an acute awareness of the implications of General Agreement on Trade and Tariffs (GATT) in so far as it impacted on the sectors under my control.

•New senior management role introduced by the company to head up a new cross-functional post which oversaw the following:•Implementation of a €40m capital programme as part of an investment planning, equipment installation and commissioning programme.•Extensive negotiations with the IDA (Forbairt). Successfully acquired in excess of €16m grant support for a range of R&D and capital investment programmes.•Establishment of cohesive linkages between technical, production and sales/marketing personnel, across the group of companies internationally.•Co-ordinated and resourced the technical expertise required for the development of a broad range of products spanning retail, catering, industrial and value added food ingredients sector. •Development of staff careers. Planning career development, performance appraisal, succession planning, and co-ordination and implementation of training programmes throughout the entire group.•Provision of an aggressive Graduate Recruitment Programme designed to meet the demands of an expanding International Food business.

•Restructured and refocused a very labour intensive farm service field operation. This involved intensive and skilful negotiations with the field personnel and their union representatives. •Increased turnover of this field service by 25% and net profit by over 300% within 2 years.•Developed and implemented an agreed milk collection system rationalisation and branch creamery reorganisation in the region, resulting in the closure of all but two of seventeen branches.•Successfully maintained customer/farmer confidence and support in implementing these radical changes in work practices for both employees and suppliers.•Delivered tangible on-going operational cost savings of €770,000 per annum.