Reporting to the Audit & Risk Committee and CEO, I lead the group’s internal audit function. On joining Dalata, I was tasked with establishing the company’s internal audit, risk management and internal control frameworks to ensure compliance with best practice internal control requirements, particularly those required in a plc.When this was completed, the focus changed to providing assurance through implementing the internal audit work programme across the group, focusing on current and emerging risks in a rapidly growing company. In 2017, I recognised the need for additional IT and information security audit support, and we engaged an external partner for our IT audit programme.As the group expanded, it implemented a business systems transformation project to standardise business processing functions and reduce risks. Advising management, I helped develop the internal control environment across our hotels and central office, including a shared service centre.I also recognised the potential for internal audit to transform as updated systems became operational. I moved our audit assurance work from local sampling to group-wide data analytics, exception transaction, and anomaly identification. This has transformed our audit work, leading to better group-wide audit coverage and more timely business insights.I work closely with the Head of Risk & Compliance concerning the group’s risk management and compliance activities. I maintain and update the group risk register for each Audit & Risk Committee meeting and write the risk management and principal risk section of the group’s annual report. I also work in other related areas, including anti-bribery and corruption, modern slavery, directors’ compliance and board internal control assessments. Currently, I manage a small team of three accountants and trainee accountants, and I oversee our IT audit partners. I see my team’s development as key to the function’s success.

As head of the internal audit team, reporting to the Board Audit Committee and CEO, I was responsible for undertaking reviews of the key risks and controls across the Company's activities in Ireland, the UK and the USA. My prime objective was to place internal audit as key source of expertise in relation to these risks and controls.These reviews focused on the key risk areas across the entire spectrum of business activities, and included financial management, employment, health & safety and governance.Private company operating 8 luxury and boutique hotels in Ireland, UK and US with a €100m turnover and 1,400 staff.____________________________________________________________________________Specific Successes:► Improved internal controls environment during a period of significant change (refurbishment programme; new IT systems; organisational change; cost focus and reduction). Ensured controls remained robust and key business risks were managed.► Successfully re-focused internal audit team away from hotel financial audits to include key business risk areas (additional focus on employment and H&S) and Head Office (Finance, Purchasing, IT, Governance).► Achieved zero KPMG internal control findings relating to Finance in YE 2012 - an unprecedented success.

Semi-state company operating international airports at Dublin and Cork. Operates airport shopping (duty free/duty paid) activities in Ireland, North America, Middle East, India, China and Russia/CIS. The Group's audit universe included such diverse areas as airport operations, retailing, third party activities, finance activities, IT and international business activities.______________________________________________________________________________• Responsible for the Group's Internal Audit department and its performace through the audit life cycle.• Led control environment and risk management across all business activities, including retailing, IT & business systems, finance shared services, car parking, airport operations and billing, and international operations.• Managed a team of 8 multi-disciplinary auditors and controlled the department's budget and its day-to-day operations.• Provided assurance to Board Audit Committee on a regular basis.

Audits were carried out on both the activities such as airport retailing, car parking, airport operations, property & concessionaire management, and on the corporate structures underpining these activities, such as finance, shared services, procurement and compliance.____________________________________________________________________________• Ensured all individual audits were completed to appropriate professional standards and all audit files and control documentation were complete.• Implemented Galileo audit automation software system. Automated and modernised all aspects of the department’s work, including planning, audit work papers, risk evaluation, reporting.• Managed implementation of Oracle (covering Finance, HR, Procurement and Payroll).• Appointed Acting Head of Internal Audit (Oct 04 to Jun 05). Managed department and 7 staff.

Overall responsibility for the activities of the Internal Audit department, including staff and budget management, liaison with external agencies, completion of year-end governance and reporting requirements.

Moved progressively within the department: from Internal Auditor, to Senior Auditor and on to Audit Manager. Completed audit fieldwork and supervised the audit team on specific audits.