Experience

Odyssey VC

• Ireland
• IT Services and IT Consulting
• 1 - 100 Employee

• Project Manager

  • Aug 2021 - Present

  • Successfully managed a number of customer focused projects with team members based in multiple locations. Led an Agile IT Migration programme which consolidated my experience in Computer Systems Validation within the pharmaceutical/biotechnology GMP environment. • Influenced without authority by conducting meetings and suggesting ways to define what success looks like, how to measure it, and how to get there. • Tailored Project Governance and communications to virtual and collocated teams. Acquired working knowledge of managing Regulated Projects in compliance with industry standards. • Managed complex cross-functional groups of SMEs and cross-disciplinary projects within a Program. • Bridged the gap between customer requirements and implementation of validated solutions by communicating effectively, gathering requirements and navigating ambiguity. • Acquired a wealth of change management expertise and enhanced capacity to continuously learn and adapt while delivering results. • Partnered with system owners and key stakeholders to help defining the data mitigation architecture. • Kept the feature specifications in line with business expectations by refining requirements and reviewing processes. • Owned lessons learned sessions which helped me understanding how to leverage customer experience to design and improve processes and features including framing the user problem, and identifying key metrics and indicators of success. • Conducted requirements gathering workshops to define the problem statement by asking clarifying questions. Guided discussions to detail assumptions, iterate on design, features and refine perceptions beyond the questions and answers to elicit the desired state. • Consolidated assumptions and hypothesis with users and process owners to refine the requirements. • Conducted knowledge transfer workshops by presenting to and communicating with senior levels across internal and external stakeholders.



Drive-Rite Air Suspension Systems

• Project Manager

  • Jun 2018 - Jul 2021

  • Developed and implemented templates; I wrote procedures and also kicked-off the PMO (Project Management Office) by initiating the PMIS implementation study and Project Management Structure implementation project. • Pioneered the implementation of an Organizational Project Management process by developing a comprehensive Project, Program, and Portfolio management framework where I tailored processes, documents templates, and an Organizational Project Management handbook. • Elaborated a comprehensive Product Training Procedure covering all product types and is now being used worldwide by Sales & Engineering Technical teams. • Created and maintained project management artifacts, such as waterfall and Agile Project Schedule templates for both OEM and Aftermarket • Formally closed 10 projects out of a portfolio of 30 active projects.



Clarks

• United States
• Retail
• 1 - 100 Employee

• Sales Team Member - Ireland

  • Sep 2017 - Jun 2018

  • Became the Top Seller in shoe sales during the Christmas period in 2017 by using my own sales process and ended up increasing overall revenue by 10%, valued at more than 43K euros. • I consistently achieved the sales targets, such as the 25%+ weekly multiple sales target, which lead to the award of performance bonuses (out of 500 stores, my sales process was recognized among the top 10 stores worldwide. • Grew Customer Service positive feedback from 68% to 100%. Range 26 November 2017 to 6 January 2018: I sold 755 pairs of shoes in 20 days - An average of 37,75 shoes per day or 9,43 shoes per hour (Target was 4 per hour).



Correze Television

• France
• Movies, Videos, and Sound

• Project Manager - France

  • Jun 2017 - Aug 2017

  • Using my communication and networking skills, I managed information with the marketing and sales department, reporting risk management issues. Recommended improvement of the operation for effective and efficient performance. • Partook on the French national holiday of Bastille Day - celebrated each year on July 14th or Le Quatorze Juillet. • Using my communication and networking skills, I managed information with the marketing and sales department, reporting risk management issues. Recommended improvement of the operation for effective and efficient performance. • Partook on the French national holiday of Bastille Day - celebrated each year on July 14th or Le Quatorze Juillet.



SmartFix

• Greece
• Computer Hardware

• Senior Project Manager and Solutions Consultant - Brazil

  • Aug 2016 - Jun 2017

  • Facilitated customer’s requirements gathering by understanding their Supply Chain process to best design technical solutions that would either produce new core features or customizations to attend their needs. • Invested time promoting collaborative partnerships and leading communication with the appropriate areas to answer technical questions. • Completed 10 successful renovation projects right across the metropolitan area in 6 months. • Facilitated customer’s requirements gathering by understanding their Supply Chain process to best design technical solutions that would either produce new core features or customizations to attend their needs. • Invested time promoting collaborative partnerships and leading communication with the appropriate areas to answer technical questions. • Completed 10 successful renovation projects right across the metropolitan area in 6 months.



Jacobs

• Netherlands
• Retail Office Equipment
• 1 - 100 Employee

• Senior Contracts Manager

  • Jun 2014 - Aug 2016

  Project: Porto Sudeste Iron Ore Port Implementation, Client: TRAFIGURA-MUBADALA-MMX • Negotiated with internal and external stakeholders by looking after finance, supply chain, and planning to aggregate a trustable information during the project closing out process. • As a single point of change management, I achieved recognition for identifying and implementing consistent documentation through a well-structured process of claim (out of scope) reduction during the implementation of the Port. • I delivered a recognized improvement monitoring and controlling changes on the project (scope, costs, resources, and timing). I led the closing out process of each contract related to the total investment of 5 Billion. • Successfully migrated 400 contracts and POs from Excel to Microsoft Dynamics Navision. • Ensured adherence for closing out process based on the audit results Audited 400 contracts within one month; as a result, we realigned the backlog and started the closing out to handover the Port to the Director of Operations.



Concremat Engenharia e Tecnologia

• Civil Engineering
• 700 & Above Employee

• Contracts Manager

  • Jun 2012 - Jun 2014

  Project: Pelletizing Plant 8 Client: VALE S.A • Proactively conducted a study to identify the pain points of contractual conflicts and as a consequence, I implemented improvements on the scope management process based on the customer´s Engineering Standardization System. In that event, the customer accepted my proposed process and made it a standardized process to perform an integrated change control focused on the scope management process. • Redesigned documentation process for Additional Order approval which reduced the final amount paid for scope creep claim. I reviewed and analyzed each and every monthly measurement bulletin provided with attached pieces of evidence of execution to identify gaps. As a result, I reduced 20 Mi in claims during the closing out process for the amount of 5 Bi.



Prefeitura Municipal de Vila Velha

• Government Administration
• 700 & Above Employee

• Head of PMO - Project Management Office

  • Sep 2011 - Jun 2012

  Project: Implementation of 18 Urgent Care Units Contractor: City Hall, Vila Velha • A position that fully utilized leadership and influencing treats, leading and mentoring six employees, and successfully dealing with change management. Achieved numerous successes during this time which included the introduction of highly effective KPIs and delivery of more proactive results through the use of PMBoK. • Received recognition from the Health secretary by successfully completing all 18 projects of the Portfolio.



Progen

• El Salvador
• Biotechnology Research
• 1 - 100 Employee

• Project Manager

  • Jan 2010 - Sep 2011

  Project: VMMP (Vale Malaysian Manufacturing Project) Pelletizing Plant Project: OIC - Oman Industrial Complex, Sohar, Sultanate of Oman Client: VALE S.A • Delivered analysis of alternative scenarios during the Capital Expenditure and Operational Expenditure elaboration. Owned the project schedule, leading meetings, and driving efforts to meet deadlines. In consequence, the customer awarded the project team with 100% positive feedback from our stakeholder’s monthly evaluation. • Actively communicated with stakeholders and created the possibility to expand the portfolio by attracting new business opportunities. As a result, the company ended up signing a new contract to supply the feasibility studies and a future contract extension to develop the package of basic engineering for Oman Industrial Plant. • Applied the Front End Loading methodology to create the trade-off reports. In this project, I actively participated since the early stages of the scope development to achieve the rated capacity of 17 MTPA (Million Tonnes per Annum) of pellets for this pelletizing plant.



Uniao Engenharia Ltda.

• Brazil
• Industrial Machinery Manufacturing
• 1 - 100 Employee

• Project Manager

  • Aug 2007 - Dec 2009

  Project: Cacimbas Gas Treatment Unit-Phase III Client: PETROBRAS• I followed up the construction elaborating and issuing daily progress reports that were fundamental inputs to submit the Contract Monthly Bulletin invoicing engineering effort. I also maintained my Managers aware of every critical task with the potential to impact on the planning and control of time, cost, and quality. Project: Urugua Mexilhao - PMXL1 Santos Basin-Sao PauloProject: Tupi Santos Basin-Sao Paulo Client: PETROBRAS• Led internal efforts promoting a Joint Venture between Oil States and União Engenharia. I was responsible for the Project Management overseeing Deepwater Projects for Pipeline Equipment and Installations performing contract reviews, generating/maintaining project budgets, scheduling and invoicing; Oversaw and provided support to the team on coordinating design layout and verification, material sourcing/manufacturing, fabrication, machining, coating, assembly, testing.• Negotiated contracts for the acquisition of 15 Cranes and 12 Forklifts from China to the Head Quarter in Brazil.• Grew profit margin negotiating the forged Y (In-Line Wye) by saving GBP 1.5 Mi out of 200 Mi.

• Project Coordinator Interpreter

  • Feb 2006 - Aug 2007

  Project: Horizontal Heat Recovery Coke Plant-Expansion 7.5 MTPA (Million Tonnes per Annum)Client: ARCELOR MITTAL / SOL / Sun Coke Energy• Led decision-making meetings working as a single point of contact promoted integration by delivering the shared vision among American engineering and Brazilian companies through daily follow up meetings. Consolidated technical and managerial decisions improving communication response among project teams. Almost two years spent bridging stakeholders during the implementation of the first Heat Recovery Coke Plant in Brazil. • I received a formal invitation to work leading communication and influencing cross-functional teams as an English-Portuguese interpreter during the heat up and commissioning of the oven machinery after the implementation and construction phase (4 thousand employees).• Conducted the project closing and handover seminar (with over 200 attendees) after formally delivering the plant to the Operations Director - Discussed the positive impact of lessons learned being one of the most important and value-added aspects of the project management lifecycle.