I started my career in finance and moved into technology through the ERP and reporting work that finance depended on.
I joined Kingspan as a plant controller and later became divisional financial controller for North America. I owned the plant P&L, prepared statements for five facilities in the US and Canada, and worked with plant managers on capital requests and cost reduction.
In the divisional role I had 14 direct reports in a division of 1,000+ employees, and I signed off group reporting for the listed parent.
Accounts payable, inventory control, plant controlling and financial accounting under GAAP and IFRS.
Annual external audit cycles, which is where I learned to document and evidence controls.
Plant Controller, then Divisional Financial Controller
As divisional controller I was also the business system manager for ERP changes. Where the system did not match the plant process, people worked around it and the data suffered, and that showed up in the numbers I was responsible for.
I moved into the Director of Business Information Systems role to work on that directly, aligning the ERP and plant systems with how the operation runs.
Led ERP enhancements and process changes while still responsible for finance, so I worked daily in the systems I was changing.
I led the migration from ECC6 to S/4HANA for North America, plus two greenfield manufacturing execution implementations that brought acquired businesses onto the platform, including one worth $250M+.
The budget was $10M+. I directed 40+ people, 11 internal and 30+ from the integrator and partners, and owned delivery governance and integrator performance.
Two greenfield manufacturing execution systems connecting the shop floor to the ERP core.
A 5-year roadmap across ERP modules, manufacturing systems and third-party integrations.
Moved three businesses with ~$700M combined turnover onto one reporting platform with shared definitions.
S/4HANA
ManufacturingRunning IT operations is a different job from delivering a program. The plants run around the clock, so availability, change control and incident response come first.
I set up the governance that was missing: a change advisory board, which I chair, IT general controls, and service management processes with evidence behind them.
Change control, IT general controls and audit readiness, documented so an auditor can verify them independently.
Hybrid cloud and on-premises infrastructure, networks and security, at 99%+ uptime for plants that run around the clock.
I lead 66 people across infrastructure, service delivery, applications and security, supporting $1.2B+ of manufacturing across the Americas.
I own IT strategy, architecture and the $16M+ budget, and set priorities across them with the business leadership.
66 people across four functions, including managers and team leads, in 8 countries.
Vendor and integrator agreements and capital projects. I negotiate the enterprise agreements directly.
Regional IT strategy aligned with group standards.
Since 2026 I have led the move from AI experiments to production systems. five initiatives now work with customer email, live ERP transactions and the sales pipeline.
Most of the effort went into governance, integration and review, so the results can be audited.
Wrote the business case that moved every initiative off developer keys onto an enterprise agreement with a data-processing contract, zero retention and one audit log.
Standardized one integration layer so agents reach ERP, CRM and helpdesk through named tools with per-user credentials.
Uncertain results go to a person, and every output is stored beside the human answer so accuracy is measured.
ERP migration and greenfield implementations delivered from the business side, on $10M+ budgets.
66 people, 4,000+ users, 50+ sites, 99%+ uptime, audit-ready controls.
Production AI on business data, with governance, evaluation and human review.
Plant and divisional controlling. Business cases written in margin, working capital, risk and payback.
Manufacturing execution and shop-floor integration, including PLC programming on Siemens and Allen-Bradley, OPC UA machine-to-machine interfaces and Kepware historian integration.
8 countries across North, Central and South America.
I make technology decisions with the operations and finance teams, using data from the systems involved.
I keep enough engineering capability in-house to evaluate vendors on results, and I still write and deploy code, which keeps my estimates grounded and lets me check vendor claims myself.