Michael Kirwan

* Lead strategic multi million dollar sourcing contract negotiations for network maintenance renewals. * Critical analysis of spend with the objective of reducing overall cost of ownership. * Work with legal teams ensuring the most appropriate contracts are put in place. * Benchmark across supplier base to ensure optimal use of available budgets. * Research industry to identify potential new suppliers and present options to business clients.

Reported to the Director of EMEA Logistics * Project manager for the relocation of UK pharmaceutical warehouse activities to a Third Party provider. * Completed the preparation of project documentation - project plan, RAID log etc. * Worked with Integrated Technology on the development of systems requirements with the Third Party provider. * Worked with Third Party provider on commercial documents, - Security, Technical and Warehouse Service agreements

Reported to the Director , European Network Infrastructure * Program managed the deployment of AT&T network management tooling to 4 IBM Commercial accounts in EMEA achieving a cost saving of 20% * Project managed the implementation of CISCO network improvement recommendations to 30 IBM commercial accounts in EMEA significantly improving network robustness. * Project managed the implementation of a direct procurement model with key network suppliers in Spain and France yielding a saving of over 30% * Developed business case and high level project plan for the migration of third party software to associated IBM software products

Reported to the IBM Dublin Server Hardware Operations Director • Project management of ISC server asset reutilization following move out of manufacturing. • Responsible for ISC management system including KPI’s, Plant Scorecard. • Managed business controls/SOX compliance, and associated executive communications. • Addressed non conforming metrics across business controls and operational activities. • Project Manager for the redeployment of 250 ISC personnel across IBM Ireland business units. • Awarded the 2010 Q4 Global Excellence Award for the redeployment project.

Reported to the IBM Dublin Server Hardware Operations Director. • Leader of employee skills and development for ISC Worldwide Manufacturing. • Carried out detailed skills analysis of over 700 employees and put in place strategic training programs to mitigate skill gaps. • Program manager for 9 cross organization project teams that were the core vehicle to execute the IBM Dublin server strategy of superior execution and the development of new business. • Projects included lean manufacturing, client focus, innovation, cost optimization, manager/leadership development, employee climate, and communications..

Reported to the WW Software Operations Director • Leader of a WW team of 200 personnel in US, EMEA, China and Japan, with manufacturing operations located in Dublin and Shanghai and distribution centres in Dublin, US and Japan. • WW budget responsibility including planning and tracking , a budget of $25m. • Provided leadership to business and applications strategy definition and implementation.. • Relocated manufacturing to IBM Campus and outsourced logistics management activities. • Partnered with EMEA/US tax to protect commissionaire tax structure in IBM Ireland. • Optimized WW operations reducing inventory investment from $11m to $4m. • Won 5 innovation awards for Software operations.

Reported to the WW Distributed Software Operations Manager • Responsible for materials planning, procurement, new product introduction and electronic software distribution • Planned and managed a budget of $20m • Consolidated the vendor base with significant cost reduction in print and media procurement. • Amalgamated electronic software distribution from Singapore and US into Dublin in 2004 • Business Area Expert for the consolidation of WW Distributive Software manufacturing activities into Dublin from the US, Singapore and Japan

Reported to the General Manager Dublin Software Operations • Managed cross functional team including manufacturing, materials, distribution, quality and engineering. Team of 3 managers, six supervisors and 100 full time personnel. • Re-engineered end to end manufacturing process and implemented assemble to order supply chain model cutting vendor and in house lead times by 40%.

Reported to General Manager • Responsible for the production and distribution of Distributed software. Team included 6 supervisors and 100 full time personnel

Reported to the Engineering Manager • Responsible for quality management activities including 1SO 9000 registration. • Redesigned compliance to ISO 9000 leading to zero non conformances in external audits.

Reported to the Quality Assurance Manager. • Responsible for process engineering across end to end manufacturing process which included CNC wood machining, product assembly and packaging. • Project managed the introduction of vacuum forming process of loud speaker parts from Bose’ Canada operation. • Developed and implemented statistical process control and process capability analysis. • One of five employees nominated for President’s award for high achievement.

Reported to General Manager. • Redesigned product control processes resulting in improved first pass yields. • Developed, implemented, and gained accreditation to ISO 9002 quality standard.