Group Manager at Microsoft EMEA Operations Centre in Dublin, Ireland, responsible for Reporting and Analytics services to Partners and internal stakeholders globally.I am responsible for the roll out of Data Culture throughout Microsoft Operations (Global). Key deliverables include: 1. Build a culture of analytics and data driven decision making. Deliver a readiness plan 2. Deliver a education roadmap 3. Evangelise through workshops at various global locations and through webinars 4. Partner with 3rd Level Education Intuitions for Advance Analytics Projects 5. Outreach to undergraduates and alumni of 3rd Level Education Institutions in Ireland of storytelling on the new frontier possibility of leveraging data in business6. Outreach to teaching professionals to ready the next generation workforce to be readyPrevious RolesGroup Manager MS Dynamics Operations at Microsoft EMEA Operations Centre in Dublin, Ireland, managing operational services to ERP and CRM, Distributors and Resellers -and internal stakeholders.Group Manager for Global Pricing Operations. Martin was responsible for delivering complex operational excellence, coupled with a major BPO vendor transition.This was a Senior International Management Position, leading the preparation and distribution of Pricelists to Channel Partners, delivering increased Customer and Partner Satisfaction through improvement in Pricelist accuracy. - Implemented superior issue management response (90% closure within 36hrs, 3,500 queries per annum)- Delivered significant performance improvement initiatives:- Vendor BPO - moved $2.9m book of business to single Global Vendor Provider, releasing 4 Microsoft Staff members for redeployment to higher value add activity.- 'High potential Employee' - placed on Development Program which targets top 3% of employees for executive positions for the last 3 Fiscal years. - 2009 Operations Outstanding Manager

Key Responsibilities: Leading a mixed team of 20, made up of mix of individual contributor Program and Project Managers, and vendor base co-sourced staff. Responsible for the publication of Pricelists to Channel PartnersKey Achievements: Implemented a turnaround on a multinational team for EMEA, to delivery excellence in metrics, through:Run Activity: Execution Excellence; moved accuracy scores from 95.2% (March 06), 98.0% (March 07) 99.8% (March 08) target 99.6%, Cost Efficacy; flexed Vendor cost base through build/stabilisation phase, reducing back to run maintenance phase maintaining green metricsCustomer focus; implemented CRM solution for issue management (circa 2,200 queries per annum). Moved SLA from 48hr to 36hrs within 18months as performance baseline and improved. Introduced Vendor Account Management processes, implementing a scalable regional co-source Model, replacing unstable contingent staff model Build Activity: Delivery of performance improvement initiatives through Senior Project Manager StaffImplementation Price list management Platform based on SAP ERP solution - Move from legacy system to provide stability, and scalability. Budget $5.2m over 24 months Led team of 4 Project Managers, and 6 vendor conversation heads. 7m price points ported. On time implementation, within budget, performance objectives have been released, as evidenced by Accuracy improvementsISO Accredited documentation. Delivered a fundamental review of processes, driving greater efficiency and sustainability with new ISO accredited documentation of processes with accompanying work instructions

Created and Delivered the module ‘Mastering Big Data with Citizen Development’ for the MSc in Business Analytics at the Smurfit Business School.

Developed and delivered the module ‘Digital Business’ for the MSc in MSC IN ELECTRONIC COMMERCE at DCU Business School.

North East Europe Sales Operations Manager for the Managed Business Partners and OEM channel of IBM Software Group. Leadership of a Cross Border team of 6 Operational personnel. Tackled head on the key challenge in moving the mix f Partner sales activity in channel away from subscription and services deployments, to focusing on new licence deployments. Results delivered through : 1) Sales Plan deployment - End to End responsibility from deriving targets and measurement frameworks, to satisfactory payments of teams2) Distributor Rebate Programs – enhancing program to deliver enhanced revenue growth for dollar spend3) Forecasting Cadence – driving regional teams to quarterly targets4) Headcount Deployment – implementation of resource plan for the revised channel engagement model

Finance Responsibility for Business Partner and ibm.com routes to market, including:1) Development of Annual Revenue Plan and Deployment of Sales Targets (€940m budget)2) Financial Management of Sales Commissions Program (350 person IBM community)3) Financial Management of Incentives Programs for Business Partners (82 Partners, €70m Program budget)4) Forecasting and monitoring of Revenue Actuals against PlanBusiness Support to Channels Sales Director

Management Position, reporting to Software Financial Director. Responsibilities include:Management of Finance and Planning team (6 heads)Ownership of Profit and Loss account for IBM PDL ltd. (Revenue €1.4Bn, Profit €130m)Business DevelopmentImplementation of an effective tax strategy to maximize advantages of Ireland's reduced corporation tax regime.Strategic Initiatives to develop and enlarge the IBM Software Group in Ireland, government Development Agencies

Business Information Management1. Management of Business Information Function including team of Junior Analysts2. Development of a Knowledge Management Systems through Group Planning Intranet FacilityCorporate Development1. Analysis of the strategic implications of variety of corporate merger, acquisition and development scenarios2. Financial modelling, investment appraisal, preparation and deal execution3. Preparation of UK Office of Fair Trading submissions post merger/acquisitions4. The disposal sales of 56 business units post acquisition of Tarmac by Anglo American plc

Leader of range of projects both long term (18 months) and short term (2 weeks). Project teams consisted of cross functional members a variety of levels in organisation.1. Delivered the Aggregate Supply Strategy for Tarmac Quarry Products Ltd which was a fundamental strategy review in order to give future profit enhancement (circa £10 million pa) without losing Market Share or Customer Service Levels. Strategy adopted by the Board.2. Development of strategic supply agreements with 3rd parties3. Development of company acquisitions/JV's 4. Analysis of pricing structures and customer/vendor base