Events Clinic - our food trucks save the day 🚑We offer the largest range of quirky and top quality food trucks in Ireland! Christenings, birthdays and corporate events - you name it! We bring you any food or drink you choose - from Venezuelan Street food to Asian fusion or prosecco trucks... the range is never ending!

I have left the corporate world to follow my dreams and open a coffee business! I have a fun, high quality coffee business trading from a gorgeous coffee dock. I have a fantastic team of baristas, open 7 days per week beside Donabate Railway Station and can be found at one-off events; markets; weddings; corporate events and event family parties. THE MENUOur menu offering is simple but of excellent quality, supplying artisan and home baked produce from me and other regional suppliers. The menu currently includes:- Extensive tea & coffee offering including iced teas & coffees from Bell Lane specialty coffee house- Baked goods from local suppliers including scones, vegan cookies, gluten free brownies and a selection of other cakes and treats- Protein balls and home baked goji/chia energy barsWe use Bell Lane, a Mullingar based roastery with a rapidly growing following and we are widely regarded as having the best coffee around. Everything on the menu is selected with health and wellbeing at the forefront, using fully compostable packaging materials to supply sustainably.

I am a director of the family business comprising an optical practice and a pharmacy. I have been involved from an early age in all aspects of the business from financial and procurement to HR, sales and marketing.Key achievements:• Analysis of business expansion opportunities, including the re-branding of the pharmacy from independent to franchise.• Working with a web designer, I co-developed the optician’s website and collated all content (www.aidanwalshopticians.ie). I also set up the Facebook page and completed work resulting in the optician being the top Google result when searching for opticians in the area.• Full responsibility for company casebook and invoice management.

I worked as a Lean Consultant / Project Manager, focusing in a variety of predominantly IT based projects including the introduction of a scheduling system and the redesign of a consultant group practice, introducing a new system and a more paperless process.

This is a broad role with responsibility for leading and delivering improvements/change across the entire hospital. I manage a small team of project managers and projects that vary from process/structural reviews to new software development/introduction and improvements to financial processes.Key achievements:• End-to-end responsibility for the requirements gathering, design, development and roll-out of a new hospital scheduling system with over 400 end users. This involved integration with six other system providers and the core hospital system.• Design and introduction of a beds planning& real-time application which contributed to a 15% increase in throughput in 2017.• Introduction of automated email alerts for hospital activity over certain levels.• Full review of existing hospital metrics and the introduction of a Core Operational Metrics dashboard used by CEO, COO and CIO weekly. A full redesign of the weekly operational meeting with the Core Operational Metrics as the driving factor.• Designed training material for and led a 16 week intensive Lean Academy training module, training and mentoring four Green Belt teams in the Lean tools and skills required for the successful completion of a project.• Management of a full review of one hospital department which resulted in a full redesign of roles/responsibilities; redesign of the physical layout of the department; patient flow redesign and changes to rostering.• Upgrade of customer information available on the Mater Private website and sent to patients in advance of admission (still in progress).• Introduction of multiple applications including a pharmacy prescription management application; an insurance verification application; and a discharge planning application.

End to end responsibility for all innovation projects launching from the Cork facilities (60% of total global innovation). Team responsibilities include assessing timelines; coordinating with Supply Chain, Operations, Quality, Finance and Procurement on the purchase, manufacturing, quality testing, shipment and execution of new launches; and ensuring correct set-up of new items on SAP. Managing approximately 40 projects per month with over 100 new SAP setups completed monthly.Key achievements:• Leading the Innovation Execution team through a highly fast-paced period of change, including the doubling of Innovation activity.• Managing the successful introduction of new key brand reformulations globally, including 7UP and other brands.• Implemented a “Scrum” Project Management framework into the team including daily Scrum meetings and Sprint Planning, Retrospectives and Reviews. This resulted in a 30% capacity increase.• Restructuring the Innovation Execution team to facilitate the growth in Innovation.• Process improvements through automating setups processes using Winshuttle and improving registration procedures.• Coaching and mentoring my team of twelve, including seven direct reports and managing people managers.• Improving master data accuracy to 98% in my first four months.

In addition to the responsibilities listed below as Inventory and Third Party Warehouses Manager, I managed the team responsible for production scheduling and capacity planning for Carrigaline and Little Island plants. This also involved analysing capacity requirements and determining shift decisions.Key achievements:• Leading a Black Belt project focused on external warehousing project with estimated annual savings of $100K and sponsoring four other Green Belt projects.• Leading organisational health initiatives to provide a greater understanding and appreciation of career planning. • Designing an inventory tool to calculate and flag potential obsolescence which is still in use in all global sites.• Designing a range of Business Objects reports for Inventory Management with the BIS team.• Initiating formal monthly best practice sharing meetings with all global sites.• Initiating and hosting a monthly Managers Meeting for the entire supply chain.• Coaching and mentoring my team of nine direct reports.

I led a team responsible for inventory management and external warehousing across all Cork sites. I also had responsibility for inventory management of a contract manufacturing site in Germany.Key achievements:• Significant reduction in inventory levels as part of optimisation initiatives: 20% reduction in days in inventory (DII), 50% reduction in obsolescence and 12% reduction in warehousing costs, while also improving OTIF (On Time In Full) levels.• Partnered with a supplier to design/develop a new Safety Stock tool for statistically calculating safety stock requirements. This is now in use in multiple companies globally (Sequoia OnTarget - see links below). Redesigned the safety stock review process to ensure more frequent reviews of more expensive items and higher safety stocks of lower value items.• Implemented the redesign of processes for the management of contract manufacturing..• Achieved 99.9%+ results in a project that I led to stock-take external warehouses.• Winner of a PepsiCo Gold Award for work completed resulting in improved OTIF and reduced obsolescence.

Reporting to the Operations Director of LATAM, I had full responsibility for the supply chain department across all five sites in Brazil: Inventory management, service levels (OTIF), demand planning, production scheduling, capacity planning and external warehousing.Key achievements:• Reductions of 35% in total inventory from €13M to €9.6M.• Reduction of 66% in aged inventory (90 days +).• Complete transformation of the materials department by shifting focus from operational efficiency only to a more balanced approach which also considered inventory management and customer service.• Responsible for the generation of monthly forecasts, achieving monthly forecast accuracy of 50%+ for the main sites.• Introduction of official lead times which improved service levels (OTIF) by over 20%. Development of and implementation of SLA’s with key customers.• Developed and established business rules to ensure sustainability of reduction of stock and management of business risks.• Materials management of key acquisitions and business restructuring in Brazil, which involved two acquisitions and one merger.• Development of a capacity planning tool to assist with shift decisions and ramp-up plans.

I led a team of five responsible for production scheduling, materials planning, service levels and inventory analysis.I was transferred to this production plant to standardise the processes used for materials planning and production scheduling. As there was no Materials Coordinator for some time, much re-training was required in the department. As a 100% made-to-order facility, we needed to ensure we were meeting the orders within the official lead time without increasing risk by building stock unnecessarily.Key achievements:• Management of an entire department just one year after completing university.• Improvement of OTIF levels by over 40%. • Coordination of Kerry’s acquisition of Cargill (Brazil) from a materials perspective. This involved coordinating the new product setup; scheduling production of new products; agreeing timelines with the commercial department; procurement of new materials; coordination of movement of materials from the acquired site and external warehouses.• 15% reduction in PO’s due to implementation of minimum production quantities.• Participation in core product rationalisation projects.• Managed the team through a "materials crisis" - significant shortage of materials and therefore finished products. Introduced a Materials Exceptions process for communicating exceptions back to the commercial department in a timely manner.• Standardised processes for materials planning and production scheduling by reinforcing ERP training and implementing daily review processes.

Training roll as the introduction to Supply Chain and assisting Materials Manager in his day-to-day duties.Core responsibilities: Corporate training of materials planners in various factories; support in presentations; analysis of stock.As a part of my Graduate Programme, I had to rotate to a different area after one year. I requested a short training period in the area of Supply Chain because I thought it was an undervalued area in many large corporations.

Reporting into the Beverage Commercial Director, this role involved close interaction with sales managers across the beverage market. I had responsibility for costing and pricing current and new projects, monthly variance analysis and management reporting, and annual budgeting.This was my first post-university position and I was hired directly from Ireland to work in Brazil as a commercial analyst as one of the two first graduates hired in Ireland to work in that country. I arrived without any Portuguese despite the majority of communication being in Portuguese.Key achievements:• Learned Portuguese and am now fully fluent, in both written and verbal.• Winner of New Generation Programme 2010 (Internal programme to focus on the identification & training of new talent in Kerry Latin America - LATAM)• Selected to participate in the LATAM Five Year Planning in Mexico.• Working with sales managers, I managed key new product development projects in Salesforce. This involved presenting regular updates on the project status, meeting with R&D on a weekly basis, estimating costs and pricing new products. • Commercial experience in alcoholic and non-alcoholic beverages market LATAM and Europe, flavours market and related technologies in Kerry LATAM.