Experience

ESW

• Ireland
• Internet Publishing
• 200 - 300 Employee

• Senior Payments Analyst

  • Oct 2022 - Present

• Operations Excellence Lead

  • Oct 2018 - Oct 2022

  ◦ Projects: Since joining ESW I’ve been responsible for the co-ordination and introduction of multiple key initiatives including Sanctions Screening, PSD2 and Local Merchant Acquiring. The projects have differed, but the responsibility and skills required remain the same 1) Project Management, 2) Stakeholder Management and 3) seamless, efficient, and effective implementation.◦ Client Relationship: This varies given the nature of the payment’s domain, some relationships are essential business partners for ESW while for others ESW is a key business partner for them. In all cases the requirements remain the same due to the dual flow of information – 1) Effective communication and tracking of topics, 2) Clarity and resolution to pain points and 3) the delivery of key insights to aid performance improvements.◦ Reporting: Use various reporting tools for day-to-day monitoring of performance which also involves route cause analysis for drops in performance. Similar tools also used to build active dashboards for internal and external reporting and alerting.◦ Leadership and Training: As an SME within ESW Payment Operations, I play an essential role in bringing new members into the team and aiding their development. Through this I build lasting relationships both within the immediate payment operations team but also with Payments Product, Finance, Customer Service, Fraud, Refunds and external 3rd parties.



Version 1

• Ireland
• IT Services and IT Consulting
• 700 & Above Employee

• Associate Consultant

  • Sep 2017 - Oct 2018

  ◦ Projects: Within Version 1 I was involved in several projects that were spread across multiple industries including Education, Welfare and Entertainment along with internal projects. While the industries all differ, the skills required remained largely the same including 1) Stakeholder Management from requirement gathering to project management to delivery, 2) Resolution in terms of the data issues, requirements and training and 3) Project development ensuring all requirements are developed and delivered as agreed.◦ Delivery: Once a final product was completed, a session was organised with stakeholders either in person or online. These sessions involved providing a thorough overview of the delivered product to demonstrate how various features work and an understanding of how changes could be made if necessary.◦ Training: Once projects were completed, training was provided to the end user to ensure that they could operate their new tool and understand how they could maximise their investment. In certain instances, I also completed additional training which allowed me to ensure the end user was adequately trained to make changes where required. These trainings would have included Power BI, SQL Developer and the Azure Portal. Aside from project focused training, I also conducted Lunch and Learns with V1 staff and delivered Power BI ‘Dashboard in a Day’ sessions on site with clients.◦ Documentation: When delivery or training was conducted, documentation for attendees would have been required. This would vary depending on the project, client and whether a template was available from past projects. If this wasn’t available, I would have created one to provide the end user with all necessary information required for them to maximise their usability of the deliverable.



Microsoft

• United States
• Software Development
• 200 - 300 Employee

• OEM Reporting & Business Analyst

  • Apr 2014 - Jun 2017

  ◦ A13 Pipeline Reporting: This involved communicating and liaising with a worldwide team in tracking the sales of CTE Tablet devices from early-stage discussions to device launch. In doing this, I consolidated and analysed data from multiple Sharepoint sources and verticals including Education, Commercial and Consumer while reporting on (i) market trends (ii) potential issues and (iii) business insights to MS global stakeholders. In addition, I provided support to multiple region managers on opportunity and pipeline management and effective presentation.◦ Success Stories: Following the launch of successful devices, I was responsible for liaising with both account and regional managers to “tell the story” behind how these opportunities were managed from beginning to end and to share these case studies to other regions to be used in new/ongoing opportunity progression.◦ Cross Team Alignment: My role involved working closely on an ongoing basis with various other MS departments, in particular Device and Retail, to ensure alignment of data and activities e.g. analysis of pipeline figures, identifying corrective actions and ensuring recommendations are followed-through.◦ OEMCRM: As the lead from the Named OEM Sell In team, I was heavily involved in the development of the new MS Dynamics tool for tracking all OEM opportunities. As SME, I was responsible for (i) ensuring all relevant reporting aspects are transitioned over to CRM from the current Excel format to at least the current level of capability and (ii) identifying and agreeing further enhancements which can be delivered by the CRM tool to improve operational efficiency and effectiveness for opportunity managers.◦ Devices: During my 3 years in Microsoft, I developed a deep level of knowledge and understanding of the various ODM devices and became a key knowledge reference point for opportunity/account managers. In addition to providing device information I also supported the team in sample device sourcing.



SoftCo

• Panama
• Business Consulting and Services

• Marketing Assistant

  • Aug 2013 - Mar 2014

  ◦ Working as a marketing analyst, reporting to Head of Marketing at SoftCo, my key responsibilities included (i) trade event management, (ii) market research for lead generation activities, (iii) PR content production and social media channel management, and (iv) data analysis and dashboard management.◦ Trade events, held bi-monthly in Ireland and UK, and a key vehicle for attracting and establishing high potential sales leads for SoftCo products, my responsibilities included identification of target customers for these events and securing attendance commitment from potential leads through leveraging various marketing channels (inc. email campaigns, paper invites and cold calling).◦ To support both trade events and the sales team in their sales activities, my role included market research and market analysis to identify new leads and using the in-house Microsoft Dynamics CRM system to reconcile targets, leads (and dead leads) to establish and maintain qualified target lists. ◦ Identified market trends through various input sources and the subsequent production of marketing content was a key responsibility, in particular writing press release content for issue through various media. In addition, a key marketing channel for the company was social media and my responsibilities included developing, maintaining and evolving, through site analytics feedback, the two primary social media channels utilised – LinkedIn and Twitter. ◦ In addition, I used Excel extensively as a data repository to hold data and enable analysis for the purposes of lead management. I was also responsible for building and maintaining core reporting dashboards for campaign tracking and performance.



Paddy Power

• Ireland
• Entertainment Providers
• 700 & Above Employee

• Customer service Agent

  • Jan 2012 - Aug 2013

  ◦ My responsibilities at Paddy Power as a Customer Support Agent included (i) front-line customer support across multiple geographies, (ii) escalating and owning issues to resolution, (iii) security analysis to identify potential issues, and (iv) building knowledge and advocating changes to in-house systems and processes for improvements and compliance purposes. ◦ Front line customer support required engaging with customers on a daily basis supporting them via email, phone and through chat systems resolving queries and other issues being experienced.◦ Owning a customer issue to point of resolution including escalation and achieving resolution through various internal functions. This involved understanding the end-to-end customer view and betting business environment and issues crossed a range of functions ranging from incorrectly placed bets to misplaced bank transfers to bet settlement issues. Issue resolution generally required me to investigate, analysis, manage the customer and broker a resolution.◦ My responsibilities also included analysis of security compliance including verification of documents for identity and security purposes, requiring both strong attention to detail and analytical skills.◦ With a positive customer experience as a key measure of role success, my role required me to continuously build my knowledge base and positively contribute to the build-out of company products, processes, customer terms and conditions, legal and other regulatory compliance in addition to continuously develop interpersonal, communication and other people based skills.



Fitzpatrick Castle Hotel

• Ireland
• Hospitality
• 1 - 100 Employee

• Banquating

  • Jun 2011 - Dec 2011

  ◦ My responsibilities in banqueting included function preparation and set-up, room service, breakfast serving and guest serving at various main function events including weddings and conferences. ◦ My role involved direct engagement with guests on a daily basis, supporting them in a manner that delivered a quality customer experience to them. ◦ Through my responsibilities in Event Management I worked both as part of a team and individually. ◦ My responsibilities in banqueting included function preparation and set-up, room service, breakfast serving and guest serving at various main function events including weddings and conferences. ◦ My role involved direct engagement with guests on a daily basis, supporting them in a manner that delivered a quality customer experience to them. ◦ Through my responsibilities in Event Management I worked both as part of a team and individually.



Ailesbury Investments

• United Kingdom

• Administration

  • Aug 2009 - Aug 2009

  ◦ My role involved assisting the administration function in company and project administration.◦ Duties included maintaining database of customers, supporting customers with US mortgage applications and other related documentation, purchase contract processing for customers and the US developers, liaising with mortgage brokers and escrow agents in the US and maintaining customer files. ◦ My role involved assisting the administration function in company and project administration.◦ Duties included maintaining database of customers, supporting customers with US mortgage applications and other related documentation, purchase contract processing for customers and the US developers, liaising with mortgage brokers and escrow agents in the US and maintaining customer files.



Spleodar

• Italy
• Wholesale
• 1 - 100 Employee

• Ceannaire (House Leader)

  • Jun 2007 - Jul 2009

  Summers 2007-2009. ◦ I worked in the Connemara Gaeltacht as both a house leader and as a leader in the college. My primary role involved looking after groups of students aged 8-17 years, 24 hours/day for 3 week periods. ◦ My responsibilities included student management, student welfare and event planning. ◦ The role enabled me develop core skills including communication, time management, adaptability and leadership. Summers 2007-2009. ◦ I worked in the Connemara Gaeltacht as both a house leader and as a leader in the college. My primary role involved looking after groups of students aged 8-17 years, 24 hours/day for 3 week periods. ◦ My responsibilities included student management, student welfare and event planning. ◦ The role enabled me develop core skills including communication, time management, adaptability and leadership.