I lead the development of the business case and scope definition for a new project to deliver $4.5 million in annual supply chain savings, through the design and implementation of new technology at the Coty manufacturing site in Ashford. As part of the company-wide supply chain restructuring plan for Coty Inc., I managed a program of production line relocations from Ireland to the UK, managing a diverse team of international, multi-disciplinary colleagues, internal project resources and third party vendors. I lead the overall scope definition, action planning, scheduling, execution and delivery, along with the capital management, stakeholder management and communication. We successfully installed, commissioned and started up the production lines on-time and on-budget, meeting our safety and quality targets, and ensuring no interruption to the supply chain or sales.

One of my major roles during this time was managing and leading an international, cross-functional project team, which delivered a $4 million robotic production line, providing capabilities for new packaging innovations and products. I created an open environment of strong collaboration and clear communication with colleagues in the UK, Ireland and the U.S, and an excellent partnership with our German vendor and their team. For the project I developed the business case and comprehensive funding package for the European Supply Chain, presented it to P&G VP's and was awarded the capital. As part of my PM role, I managed the capital, schedule, action plans, prioritisation and held my team and the vendor accountable for the on time delivery of activities. I developed and implemented a clear communication strategy for the project teams in Ireland and the U.S., and the key stakeholders within the Company. Having the joint role as Project Manager / Project Engineer, I owned the equipment design and testing, as well as the installation, qualification and commissioning. As a team we successfully delivered the project on-time and on-cost, along with a comprehensive training package and new manufacturing standards. After this project, I relocated to Coty's manufacturing site in Ashford, Kent, to support the site masterplan, which was part of a company-wide restructuring program following the purchase of Beauty brands from P&G. I managed the masterplan project team for production lines, which included developing an optimised production floor layout, and the 18 month plan of activities to achieve it. A significant part of this program was the relocation of production lines from the facility in Ireland. I managed this 12 month program, from scope definition, vendor selection, capital management, team development and management, scheduling, and communication, to installation, qualification, commissioning, successful on-time start-up and the handover to Operations.

I was a Senior Project Manager and Project Engineer for P&G's Central Engineering Division covering EMEA. I managed projects in different production categories across multiple sites and countries. This gave me the opportunity to travel to many P&G sites and work with diverse, multicultural and multi-disciplinary colleagues. I relished these opportunities and developed new technical and interpersonal skills. In this role I led cost estimating, financial analysis and feasibility studies, and managed many projects and teams delivering >$1 million in annual cost savings and productivity in multiple sites. I also represented my division in an end-to-end supply chain project, as part of a P&G global redesign program.I identified gaps in our organisation and developed new cross-functional management procedures, communications and systems to better integrate R&D formulations and packaging, brand teams, new initiatives and innovations, engineering and manufacturing. These improvements helped to deliver new initiatives faster and cheaper, with a 40% increase in successful, on-time start-ups.

My role at this time was as an Engineering Project Manager at a P&G manufacturing facility in Ireland, where I managed many different project teams delivering production line improvements, new machinery, capability & products, safety & quality improvements, cost savings & productivity. I worked with multi-disciplinary teams encompassing R&D, Safety, Quality, Engineering, Manufacturing, Production, Initiatives & Planning. I created strong working relationships & friendships throughout the P&G network, which helped me grow & develop as a leader & manager. The largest & most technically complex project I managed in this role, was the delivery of a new $4.5 million multi-phase filling machine & cleaning system, which provided new capability to the European supply chain, enabling the launch of new & exciting products & innovations. As project manager & project engineer, I quickly built a trusting & collaborative relationship with the vendor. I had an amazing project team & we developed a very open, honest & co-operative working style, with clear communication & a focus on the goals. The bond we developed proved invaluable during the installation & start-up, as the team worked tirelessly to successfully deliver the equipment & launch 2 new initiatives on-time and on-cost. The project delivered $45 million in new sales, & $400K/yr in supply chain savings.During this time I also became the Electrical Safety Owner for the site, and with a small team, we developed a comprehensive electrical program & implemented detailed systems & procedures to ensure the site, our colleagues, visitors & contractors would be electrically safe. I oversaw the creation & deployment of a new electrical training program for the engineers, led annual training for the site & developed a business continuity plan in case of power interruption at the site. As part of the site safety team, we also successfully passed the P&G HS&E Electrical Safety Audit, & delivered benchmark standards.

As an Operations Department Manager I was responsible for 35 direct reports, and 2 business critical production lines, delivering 40% of the site volume, equating to 5.5 million units per month. I was accountable for safety, quality, budgets, wages, staffing, production efficiency, maintenance, continuous improvement, root causing, systems, training, planning and scheduling, ensuring we delivered the right product and right quantity at the right time. My team and I systematically increased and sustained our department performance from 65% to a department record of 78%, while improving customer service, reducing waste by 25%. I developed numerous new standards and procedures based on learning and improvements, to optimise our operating strategy, performance and planning.