Looking forwards to dedicating more time to building my Gin brand, leisure and travel.

Leadership of three service areas. Information Services, Management Information and Funding and Student administration.

Launched a start-up creating a number of small businesses including a retail food outlet and craft gin distillery.

The IT leader for all global systems related to the Procurement, Food Safety & Quality and Research & Development business functions.Led the project that procured and implemented Ariba cloud based e-auction software in 7 weeks from drafting the appropriation to the first auction, enabling 10-15% annual savings on indirect goods and services.Steered the $1.5m global deployment and integration of SAP supplier relationship management e-procurement software to a disparate set of legacy ERP back-end systems. The implementation in 12 countries (LATAM, APAC, Middle East, Australia and New Zealand) in 12 months was on time and budget and reinforced indirect spend controls and e-auction policies yielding a return of investment of less than one month.Designed the architecture and delivered a systems integration project between an in-house .Net Quality Risk Management platform and Oracle PLM software using synchronous web services.Guided the development of a flexible KPI capture and dash-boarding application developed using Force.com using Agile methodology.Portfolio managed 25 concurrent projects of various sizes within my domain ensuring the projects were prioritized, funded, resourced and delivered in line with the needs of my business partners. Collaborated with the functional leadership to develop tactical and strategic plans for the portfolio.

I led the Global Supply Chain Team in the Heinz Keystone Global Systems and Processes Project. I led a group of functional teams that managed the development of the SAP template for logistics, manufacturing, quality, plant maintenance, demand and supply planning and procurement supporting a user base in excess of 10,000.Ensured the integrity of the template, created an environment of continuous improvement within a controlled environment.Supported the multiple deployment teams in Russia, Europe, China, Canada and U.S. based WHQ. All deployments were delivered on time without any significant post go live defects. The latter in a very challenging environment shortly after the acquisition of Heinz by 3G.

I led the Global Make To Deploy Workstream and Logistics Execution teams in the Heinz Keystone Global Systems and Processes Project. Owned the and development of the highly sophisticated Heinz Global SAP template through therecruitment and development of a high performing team of 20+ internal staff plus consultants grouped into sub-teams for manufacturing, quality, plant maintenance.Principle architect for the business process re-engineering and blueprinting of Heinz global processes within my workstream. Ensured the processes were accurately captured in the ARIS process modelling tool developed and tested.Influenced and led the adoption of external standards and best practices such as SCOR and S95.Designed and led the development of real time shop-floor data capture capability providing real-time visibility into production performance, integration to sensors and weigh scales and providing interactive electronic work instructions. This was built in collaboration with offshore and onshore consultants using SAP MII (xMII) and Business Objects Web Intelligence based on standards like S95 and the OEE KPI.Created a multi-tiered SAP maturity model following plant visits in China, Indonesia and India; in doing so this has allowed Heinz to deploy a single SAP instance globally whilst recognizing the non-homogeneous nature of Heinz factories and the different levels of returns on investment that would be expected.Led the localisation and deployment of the Keystone solution throughout multiple life-cycles in Europe, Asia and North America including some of the largest food factories in the world.

Completed to full life cycle implementations of BPCS ERP as an internal consultant on the European Business Model project in Italy and Spain.Managed a variety of IT projects including : Implementation of VIPER PLM system in Europe now (Oracle PLM for P). Implementation of Ariba e-auction and buyer software which resulted in Heinz winning the Chartered Institute of Procurement and Supply awards, for the “best use of technology” and “overall” in 2004.Upgrade of consumer contact CRM system.Led the manufacturing team in the blueprinting and multiple full life cycle implementations of SAP at nine plants in the UK and in Ireland.As part of this project (OAK) I designed the SAP application so that it would support the electronic good manufacturing requirements of a babyfood plant using SAP Process Instruction Sheets (PI Sheets) to incorporate true batch trace-ability, weigh and dispense control, SCADA integration, electronic signatures and bar-code scanning.

Provided application consultancy for a number of client organisations as part of their implementation teams or to trouble-shoot struggling implementations.Following the implementation of BPCS in Calligen, the board asked for me to join their management team as an interim manager to help get the inventory and warehouse operations into control.

Managed the day to day operations of the internal IT team, including transition into multi-site business relationship management and project management.Project leadership of BPCS implementation, secured significant financial restitution from software vendor.

Led the purchasing and planning functions for the Wigan bus assembly site.As part of the site management team lead the conversion of the plant from a craft based to assembly based operation implementing JIT line-side deliveries resulting in a 33% improvement in output

Started as a Graduate trainee and progressed through various roles in planning, shopfloor and warehousing to become the Materials Manager responsible for the supply of 16,000 materials to the assembly lines including Production and Materials Planning, Inbound Logistics and Warehousing. As part of a small team and through the implementation of JIT techniques reduced inventory from $6mm to < $1mm in 12 months improving material availability to zero shortages.