I led teams to design & build two 3D printing medical device manufacturing & office buildings, with a combined size of 250,000 sq ft (23,000 sq m). This started with collecting requirements from stakeholders, both internal to the company as well as from state agencies who were providing the appropriate utilities & construction permissions. I then coordinated the architectural & engineering teams to develop the designs and presented these to stakeholders for feedback and approval. The project team also developed the data to support the justification for the project that required board level approval. Post approval, I continued to lead the cross functional teams that were responsible for constructing the building, managing schedule & budget during a pandemic. When the buildings were completed, I organised the movement of over 300 people into the new office areas from 2 older facilities. I led the teams that ramped up operations in the new manufacturing site, including equipment purchase and validation, hiring of personnel and set up of the various IT & operations systems needed.

I was responsible for setting up a Project Management Office in a medical device company with facilities located throughout Ireland & the UK. This involved aligning on the requirements of a PMO with the site leadership teams, setting up project & portfolio reviews in the sites (as well as in the region) and training people on the fundamentals of project management. The role required intense engagement with the sites as the initiative introduced a new function that had not been in place previously in strongly operational focused facilities. This required me to directly participate in all site project & portfolio reviews, providing coaching and mentoring to project managers and site leaders Gradually the initiative gained traction and through the momentum gained from the project & portfolio governance framework, the efforts delivered real business benefits by positively impacting on the sites' finance, quality and customer service metrics.

I was the Organisation Change Management lead for the replacement of legacy ERP systems with SAP at multiple sites. This involved leading requirements workshops between the sites' end users & SME's to understand any gaps between current SAP ECC functionality versus the user needs. All requirements were ranked using MoSCoW analysis. I then worked with the system integration team to develop & test the code for the newly enhanced requirements and coordinated the System Integration and User Acceptance Training between SME's, System Integration and End Users. I worked with SME's & System Integrators to develop training content and deploy training to the new users. I supported the Go Live activities, helping the new users with the resolution of their issues. Throughout the program, I led the development and roll out of project communications between the project team & the end users, senior stakeholders & existing live sites.