Joined the Mowlam Healthcare Services expansion program as part of the new management structure.

Worked on a 12 month Interim assignment with Keelings, reporting to the Managing Director/CEO, to develop an end-to-end transformation plan focused on reengineering the supply chain, reducing operational costs and maximising the value created through pricing.

Overall responsibility for all operations in the business to create the foundations to grow the portfolio from 30 stores (€80 million turnover) to 100 stores (projected >€200 million). Develop a fully integrated ERP solution that is scalable for a multisite retail solution and delivers business intelligence that gives real insight to the business. Create a Human Resource function that can grow by implementing streamlined management processes and deliver an integrated time management and payroll system. Deliver a full category management and rang review process that incorporates sales per liner meter and identifies sales growth opportunities. Engage with the store staff as part of a change management program to create a commercial culture and maximize the sales potential. Outsource non-core activities to more cost effective and scalable solutions. Develop a management team with a commercial outlook and the ability to grow both organically and inorganically.

Develop the overall strategy for the Sales and Distribution network in both the Republic of Ireland and Northern Ireland currently delivering over €350 million of the AXA portfolio. Create and implement a detailed transition plan to re-size the branch network from 57 outlets to 35 outlets in line with current customer behaviour. Increase the overall capacity in a Customer Contact Center based in Derry to manage the telephony traffic for both business jurisdictions and creating potential additional capacity for UK tendered business. Deliver €5million annualized business savings through delivery of the new business strategy. Conduct complete Quality review to ensure all processes are compliant with both CBI and FCA guidelines.

Implementation of a strategic repositioning of the company consisting of 125 pharmacies and 320 legal entities, driving survival from a liquidation process. Growth of the Franchise model to currently operate 142 pharmacy outlets. Transition an independently-run businesses lacking a standard platform for business functions to a stream-lined and unified entity. Redesign processes and oversee development of a fit-for-purpose ERP system providing proper Business Intelligence for the management team. Reduced headcount and rationalized unionized workforce to deliver 15% payroll reduction. Project Manage the integration of acquisitions.

Responsible for all the business analysis and project implementation functions for a predominantly training consultancy. I carried out the practical training of the project management program and built project plans for large business projects and lean process implementation.

Oversee and implement business re-design for the production of electrolytic copper, continuous cast copper rod and enamelled wire for Romanian manufacturing company. Complete business value stream analysis incorporating 5 manufacturing plants. Facilitated construction of new Secondary Smelter and refinery. Lean Manufacturing Implementation. Introduced change management strategy moving from a former public industry to a private industry with full P&L responsibility in unionized environment.

Conducted a series of secondments for manufacturing companies on behalf of Priority management to restructure businesses and to implement change to deliver greater efficiencies. Manufacturing Business Restructuring, Redmills – 2004/2006Manufacturing Plant, Start-up, fisher Powerwave – 2002/2004

Was promoted to the position due to the successes of the first year with the organization in the position of Lean Manufacturing for the Global Business Transformation program with responsibilities for the worldwide organization including sites in the US, Denmark, Czech Rep., Spain, Brazil, China, Puerto Rico and Ireland. Worked with Deloitte Consulting to develop the Lean program and develop the implementation plan for the business. Responsible for standardizing processes and implementing common platforms across the global business.

Manage Trailer Refrigeration assembly plant with P&L responsibility, encompassing the total business from design through to realization with dotted line responsibilities to some other European sites that directly affected this area (Dublin, Czech Republic). Achieve target metrics with respect to quality, cost and delivery metrics as per typical manufacturing environment combined with major HR and change management elements in a highly unionized environment.

The responsibilities of this position included the supervision of a shift to manufacture, test and ship PC adaptor cards and Network Hub PCB’S with daily shift volumes of 17-20K. There were 5 Surface Mount Lines using Panasonic Equipment, Electrovert reflow ovens ,Thru’ hole assembly and wave soldering. All products were tested through to packing and shipping. Responsibilities included reviews, teambuilding, manning levels and overall staff development.

This involved the management of a shift to manufacture and test crystal oscillators with weekly volumes of 30-35k units per week. All operations in this area were carried out in a Clean room environment (class 10,000) using SMT technology. All product was then processed through a backend process using state of the art test facilities. Responsibilities on the shift included all assessment reviews, staff development, monthly feedback, quarterly IDE dialogue sessions and teambuilding activities.Weekly liaison’s took place with the sister plant for material shipments, inventory levels and production plans. Based on this information weekly / daily plans were formulated to correspond with overall QPD production worldwide.