My key responsibilities were :Align with all the functional leads to ensure the project portfolio reflected the business prioritiesManage the IT Budget for IDLBuild a yearly roadmap for IT/Business (building a costing and resource plan to support this)Point of contact for new projects (IT related)Work cross functionally to ensure that all relevant stakeholders are included in communicationsPrepare and submit monthly IT reports (IDL) to the IT leadership teamAlign local teams with the Global IT strategyAttend key stakeholder meetingsManage the IT (IDL ) prioritiesAlignment the IDL leadership team Key accomplishments : Initial setup and management of the Digital Transformation team within IDL.Key focus was to identify the current status of local vs global projects, process in place for managing same, propose a new way of working and present it back to the CIO for approval I managed this team for a year along with my day to day job, presenting on progress each quarter and meeting with the team monthly setting out an agenda and building a roadmap to capture our goals and objectives

Working as part of the Global Build team supporting the manufacturing automation systems Key accomplishment : I managed the implementation of SAP and MES into a green field site(US), where the restrictions of covid meant we were unable to travel to this site in the US and all of my team who where based around the globe had to support difficult working hours from home to ensure we delivered on our commitment and the site was able to start-up as planned in May 2021.

Working as part of the Global Build team my responsibility was focused on the Enterprise Planning and Logistics systemsKey accomplishments :Delivery Lead for the introduction of an automated warehouse system in the European Distribution Centre RFP process reviews for new systemsBusiness alignment with change in process / functional requirementsSystem / Process improvement

My role as IT Manager covered all of the Carrigtwohill sites My key responsibilities were :Member of the Instruments and Orthopaedic leadership teamsManaging the IT priorities for all sitesAudit support (IT) - all relevant med device auditing bodies Issue prioritisation/resolutionTeam support onsite Alignment of IT with business prioritiesMonitoring weekly/monthly SLAsAlignment with global IT governance on policies /proceduresManage system enhancements and system implementationsRepresent these sites on all weekly / Monthly IT review meetingsKey accomplishments :Finalist for the IT Performance Excellence Award - 2018 (Texas)Selected to join the inaugural CIO Advisory Council - 2019Delivery Lead for the setup of the European Headquarters - Ireland. Managing a team of 20 including the Testing lead, Technical leads, Data leads and quality lead.Lead the IT support for the setup of the R&D CentreLead the IT support team for the setup of the Anngrove site - 2017Managed the IT team for the first implementation of MES (Apriso) in Stryker - Anngrove / Tullagreen

My role as IT manager involved :Being a member of the NV site leadership teamManaging the IT priorities for the siteAudit support (IT) - all relevant med device auditing bodies Issue prioritisation/resolutionTeam support onsiteAlignment of IT with business prioritiesMonitoring weekly/monthly SLAsAlignment with global IT governance on policies /proceduresManage system enhancements and system implementationsRepresent NV on all weekly / Monthly IT review meetingsManage our IT students on rotations

In February I was asked to take up a position as a project manager on the Stryker NV project team.. Project Managed SAT/UAT Testing with a team of 50 testers. Process / Data validation. Led twice daily team review meetings with functional leads. Scheduled resources and managed weekly plansThis was a large project which required the process validation for all business workstreams in the neurovascular division consisting of 13 fully integrated systems. This project came in on time and the new site started up production in May 2013. Post go live I managed the twice daily meetings onsite to address any system issues, prioritising issue resolutions to ensure production was not impacted. This post project role continued for 4 months. The role consisted of daily data reviews, twice a day production meetings to focus on priority issues, setup of system monitoring dashboards to support any issues with integration and put in place a robust service desk model which prioritised the priority one systems and SLAs to resolve these.

I worked on the Stryker NV project with the quality team as a Quality Process Analyst. The project team managed the transition of the Neurovascular business from Boston Scientific Cork to Stryker Cork. The systems I worked on were Oracle and MES.Responsibilities consisted of :. Review design component design documents. Define the Security and Controls for the quality team. Outline the software and hardware requirements for the QA team. Prepare monthly planning of all QA system activities. Support the team with IT related issues

In June 2009 I moved to the Corporate IT team. My primary responsibilities were supporting the BSC Manufacturing Systems.

I joined Boston Scientific for the rollout of MES at the Cork plant.MES - Manufacturing Executable System.The position involved the analysing of each line before modellinga system solution to replace all paperwork on the shopfloor.MES interfaces with the ERP system SAP, Training records system TRS, Peoplesoft, Pemac, Calman etc.