Responsible for building and managing strong CLUK portfolio relationships, planning and prioritisation of change initiatives delivering to strategic business outcomes, collaborating with the Central Technology Service PPMO to ensure sufficient resource supply and resource levelling optimisation.

Responsible for planning and delivering the Process and Service programmes of ICT projects to meet the IT transformational goals of cost, synergy and business benefits. Ownership and management of the change delivery rating at the ILCF business partner meetings. Key AchievementsSuccessfully managed to plan a budget of 3 million across programme of change initiatives. Delivered a 500k cost saving from the Service programme and an improved European business customer experience through Automation and user self-service solution deliveries. Delivered a 800k cost saving from a Process programme, delivering a mixture of user self-serve, continuous process improvements and operational team efficiencies through Automation. Achieved 95% customer delivery rating in 2021 for business project delivery. An essential foundational requirement for IT transformation and development of a new Financial Charge Model was delivered through a service catalogue definition and successful ITSM Service Now platform deployment.

Responsible for managing and delivering line of business projects within the ETI organisation and across business groups/stakeholders. Key Achievements included infrastructure component delivery for the SAP Success Factors SaaS cloud implementation, delivering a modern integrated technology solution supporting HR processes and operations across European businesses. Delivered a PaaS production environment in Azure, migrating both Irishlife and Bline brochureware websites. Replaced the legacy point-of-sale system in the Irish Life restaurant with a modern SaaS cloud-based offering, enabling cashless consumer payments using their identity cards.

Managing the project and service implementation teams for all international customers. Developing plans, managing priorities and resources, and resolving client issues. Identifying business process improvement opportunities, and delivering efficiencies through standardization and adopting ITIL best practices. Key Achievements• Developed key client and stakeholder relationships to deliver a global business platform upgrade and critical client reporting module for shareholder EOY report. Successfully managed geographically dispersed internal and 3rd-party development teams, business analysts, project managers, client IT and business sponsors, enabling project delivery to schedule and to budget. • Redesigned team collaboration and operational processes for increased efficiencies leveraging JIRA, Confluence and Zendesk. Restructured project and operational meetings, managed resource allocation and operational priorities, aligned development activities to business objectives, and established strong working relationships with product and development leads.

Established and led the factory mobility PMO, orchestrating strategic direction, program planning and management. Delivered strategic capabilities to a 15k audience, transforming business processes and partnering with stakeholder groups. Managed multi-functional teams, projects, and implemented formal approaches to benefits realisation and tracking. Managed key performance measures, communication, reporting, and headed application developments and proof of concepts.Key Achievements• Accomplished a one-customer voice outcome for 15k users, designing program structures and processes to effectively capture requirements and deliver transformative solutions. • Delivered an EOY finance approved 126k resource hours saving by creating SMAC technology solutions and completing innovative proof of concepts, with a strong emphasis on customer needs and business value. This involved leading global user meetings, documenting user requirements, leading mobile application development and roadmaps. • Delivered 30k resource hour savings for five manufacturing factories, successfully role modelling business case creation, agile development and release management. Application use was task management, team resource management and schedule risk indicators.• Received very positive unsolicited feedback from user management on program ownership resulting in an IT divisional award for program success and business benefits realised. A key enabler was establishing strong stakeholder and support group relationships.• Headed the implementation of the application development team processes for change, security and audit compliance. Established standardised processes for agile change and release management activities to applications, databases and server configurations. Provided training, change manager reviews, on-call incident manager, and follow-up support.• Collaborated with support partners to update Factory IP Risk and Control policies and guidelines for mobile worker usage models

Directing business process improvements, alignment to business objectives, documenting requirements, leading development and implementation, managing change control and risk.Key Achievements• Partnered with process engineering and support groups to deliver an automated capability that reduced tool interrupts by 40%, increased tool availability by 2% and delivered a productivity saving of 10hr/wk per factory. • Achieved a 92% customer delight score for the enterprise supply chain parts ordering platform redesign and deployment to 16k users and 25 factories. Strong stakeholder engagement led to benefit exploitation and architectural integration with the factory tool maintenance platform.

Early career roles include customer service engineer, unix system administrator, team lead, infrastructure project manager, business analyst, on-call support and shutdown coordinator. Responsibilities include business process improvements, sustaining automation and strategic transformation of UNIX for manufacturing IT. Program manager for the Fab24 UNIX infrastructure installation, schedule, builds and release, managing budgets, risks, suppliers, documenting system specifications and builds. Led the UNIX Operational team to establish best in class sustaining processes, operational procedures, driving system reliability, availability and key performance indicators. Accomplishments include- Managed cross-functional projects in the design, development, release and sustaining transition of standardised tools, processes and capabilities across global factory UNIX environments.- Program manager for the successful Fab24 factory UNIX technology transfer, installation, copy-exactly audits, start-up and sustaining operations. - Led global Unix team meetings and audit teams managing security compliance, system upgrades and roadmaps, change control and risk management.- Completed PMP certification, and designed and delivered the introduction of “Project Management and Control” principles for Hub Automation projects with focus on project governance and portfolio management.

Phone support to all Gateway customers including corporate and home users. Responsibilities included owning issue resolution from start to finish, hand-holding the customer to resolve all technical and software issues.