Project Manager, HBS
Since February 2015
o Managed a strategic Data Protection project which addressed EMEA and Global compliance gaps and improve on current practices, by working with a diverse project team representing each relevant function impacted - complete o Trained members of the Clinical & Procurement Staff in Guy’s and St. Thomas as Lean Six Sigma Yellow belt project leads, thereby helping a corporate account achieve efficiency goals - complete o Introduced Lean Six Sigma to the Cook Field based DACH team by leading a collaborative, cross-functional project which drove a continuous improvement focus in a key commercial process - complete o Investigated status quo in relation to E-Commerce within the DE market, leading to the successful identification of an E-Commerce efficiency solution for the Shared Service Centre – complete o Supporting training through the wider HBS team by recognising skills deficits and submitting a training proposal to the team Director - complete o Developing relationships with Commercial Key Opinion Leaders from our DACH customer base by creating opportunities to understand both sides of the Supply Chain (Order Mgmt, Catalogue Mgmt) o Organising and running Kaizen workshops with Southampton Trust to explore how Cook and Southampton can solve problems “end-to-end” – in progress o Mentored HBS peers in relation to taking different approach than utilised heretofore – in progress o Planning a project currently that will re-define how Cook manages a Corporate Account in the DACH region – in progress o Planning to introduce Lean Six Sigma approach to Nordic Sales team to tackle inefficiencies in key commercial processes and drive a continuous improvement approach across all functions involved
Manager, Shared Service Center
October 2009 --- January 2015
1) Accountable for the high performing 48 person customer service team supporting direct customers in the Western European region, focusing specifically on e-commerce deployment 2) Incorporating a focus on distribution partnership program, accountable for the high performing 6 person distribution partner team supporting the 3rd party business channel supporting Middle East, Africa and Eastern Europe 3) Established a collaborative approach to achieve compliance to ISO13485 within the SSC, with a very successful outcome to recertification audit in 2011. Drove the introduction and development of a supporting knowledge management system. 4) Implemented a project portfolio approach to better manage the SSC change management program with HR responsibility for business analysts and project specialists 5) Supporting training through the wider SSC team by introducing and developing a cohort of subject matter experts to drive knowledge sharing and upskilling of individuals 6) As a trained black belt, introduced and training out a yellow belt program within the SSC and deployed a level 1 Operation excellence program, driving significant cross departmental efficiencies 7) Built synergetic relationships with global counterparts to drive standardisation across process, systems and procedures 8) Developed strategic relationships with EMEA Strategic Business units (Sales and Marketing teams) acting as a liaison for 9) Supporting the product specialist team whose primary responsibility was to manage product related data and product training 10) Coach, mentored and set goals/objective for 12 direct reports
Project Controls Lead
April 2005 --- June 2009
1) Managed a team of 3 people with accountability for control of Wyeth Newbridge Capital Projects Budget with value of €90 million. 2) Proposed, designed and deployed a capital project business case process to filter project activity by capturing and measuring planned return on investment. 3) Established a customer focused process to capture ‘future’ capital budget requirements and early engagement of key stakeholders and decision makers. 4) Facilitated request for capital expenditure process for approved projects. 5) Developed and successfully presented proposal to senior management team to roll out a site wide project management office. 6) Sourced and customised portfolio management software to standardise data captured and deliver consistent quality of management information, hence better managing project related constraints. 7) Evolved the established forecasting process to a higher level of transparency and accuracy by facilitating forecasting meeting with Lead Project engineers. 8) Facilitated monthly project review governance process to track and control project spend. 9) Oversight of project close out process, working in collaboration with finance and project controls team to close out 80+ small engineering projects. 10) Accountability for capital project requisition process. Provided Risk and Stakeholder project consultancy.
Computer Systems PMO lead
April 2005 --- December 2007
1) Using the Lean Six Sigma framework, project managed implementation of a toll-gated computer systems project approval process. This resulted in measurable productivity gains of €400K. 2) Set up and managed computer systems project governance process (steering committee). 3) Designed and deployed a rudimentary project tracking database. 4) Launched foundation and advanced project management training. 5) Provide project management consultancy and workshops. 6) Provided 1:1 coaching to project managers. 7) Worked collaboratively with sister company to launch similar standardised project management.
Major Accounts Program manager
October 1995 --- December 2000
1) Managed strategic cross-functional supply chain programmes from design to volume production. 2) Developed and maintained process to successfully improve Xilinx’s supplier rating with key customers (Ericsson originally rated Xilinx 9/10 post project closed out Xilinx improved to 2/17. 3) Supported annual volume price negotiations. 4) Coached and trained new team members. 5) Built successful, synergetic relationships with key customer.
January 1992 --- January 1995
Responsible for corporate accounts including Apple, Dell, Intel & NCR, encompassing product management and price negotiation. Critical link between headquarters in Seoul, Korea, EMEA and San Jose, USA.
ApproachabilityAssertivenessCollaborationCommunicativeCoordinationCritical thinkingCuriosityEfficiencyFlexibilityIndependenceInnovative thinkingKindnessProactivityProblem solvingResult OrientedSelf-confidenceSelf-disciplineStrategic thinkingTrust
NegotiationAccount ManagementBudget ManagementBudget ProcessBusiness DevelopmentBusiness IntelligenceBusiness Process ImprovementBusiness StrategycGMPCoachingCommunication SkillsCommercializationContinuous ImprovementContract negotiationCross-functional team leadershipCustomer ServiceEnglishERPFailure Mode and Effect Analysis (FMEA)ForecastingGermanHealthcare industryHealthcare Information TechnologyHospitalsHuman ResourcesInformation Management SystemsInternational Project ManagementLeadershipLean ManufacturingLife SciencesmanagementMarketing ManagementMedical DevicesMicrosoft OfficeMS ProjectMultilingualNegotiationNew Business DevelopmentOperations Managementpeople managementPharmaceutical IndustryPresentation SkillsPricingProblem SolvingProblem-solving methods and troubleshootingProcess EngineeringProcess improvementProgram ManagementProject ManagementProject Portfolio ManagementQA complianceQuality ManagementQuality Management System (QMS)RecruitingRisk ManagementRoot Cause Analysis (RCA)Sales OperationsSix SigmaSocial SkillsSQLStandard Operating Procedure (SOP)Statistical Data AnalysisStrategic PlanningSupply ChainSupply Chain ManagementTeachingTeam BuildingTeam LeadershipTeam ManagementTrainingValue Stream Mapping
M.A Degree in Project Management from University of Limerick in 2006
Post Graduate Diploma in Marketing from Chartered Institute of Marketing in 1991
Bachelor of Arts (B.A.) in Hotel Management from Galway-Mayo Institute of Technology in 1988