Patrick Diviney

• Led the global rollout of a standardized corporate inventory methodology post-consolidation of two business units, aligning cross-functional teams across five sites. Implemented new DOH measurement processes, resulting in consistent reporting, improved transparency, and enhanced global inventory control. • Designed and implemented Power BI dashboards to monitor global inventory reduction targets, enabling transparent reporting and visual insights. Established monthly adherence metrics and escalation processes, improving data accuracy by 15% and achieving a $47M (15%) reduction in global inventory, strengthening corporate inventory discipline and efficiency.

• Completed a Lean Six Sigma Green Belt project that mapped the end-to-end manufacturing workflows, analysed bottlenecks, and achieved a 15% lead-time reduction through data-driven process improvements on our top selling products which also lead to increased customer satisfaction by 7%. Led the ERP implementation of SAP for supply chain across four sites, driving global process standardization, centralized systems, and a 15% efficiency gain through reduced manual work and improved inventory visibility. • Implemented ERP adoption metrics post-rollout by creating a Power BI dashboard with system driven weekly SAP data, ensuring sites transitioned fully from legacy systems and Excel. This improved visibility, standardized reporting, and reinforced global process compliance.

• Built and developed a global supply chain team to support our five manufacturing sites, hiring and training planners to drive accountability, ownership, and standardized processes. • Established a competent supply chain team by recruiting and mentoring planners at each site, improving global coordination and operational efficiency. • Improved Customer Service OTIF from 72% to 95% within 5 months by process mapping, identifying bottlenecks in order entry, raw material availability, and quality, and implementing corrective actions. Achieved consistent month on month performance at the new level.

• I started as part of a team of fourteen people responsible for setting up a Global Shared Service in Galway. My initial responsibility was to put in place the Oliver Wight S&OP process to manage the business through one set of numbers. The process integrated Demand, Supply product management, Sales and Marketing and Finance so a picture can be plan cane be developed over the rolling 18-month Horizon. The SOP Process was the heartbeat of the BU with calendar driven events to drive and improve the Business. • Implemented Toll Manufacturing with sites in Japan, San Diego, and Portland, Maine. Managed frequent site visits to strengthen relationships, conducted quarterly audits, and drove process improvements to ensure long-term success. • Led the implementation of procurement controls, manufacturing processes, quality assurance, and customer shipment in Toll Manufacturing operations. Oversaw inventory transfer from third-party vendors to toll manufacturers, ensuring compliance and efficiency. Established a robust system that streamlined operations and continues to support the company long-term.

Manager of the Supply & Operations Planning process for Alere

• Managed end to end Supply Chain from order entry to shipment plus a contract manufacturing of €10M third-party finished goods, • Chaired daily production meetings, set line schedules-controlled Capacity/MRP plans and collaborated with Quality, Manufacturing and NPI to ensure customers got a Quality product on time.

• I was hired initially to work on the transfer of a product line from Brighton in the UK to Shannon. I had sole responsibility for the transfer of the Supply Chain function. • Implementation of a startup ERP system to support all activities at a Green field site in Shannon Ireland • Worked in the Brighton factory for a 3 month period to get familiar with product components, the kitting of orders and the systems that were in operation. • Sole responsibility for the Bowthorpe and OCP product lines from order entry to final shipment. Tasks included acknowledging and communicating with sales order offices throughout the world, updating MRP and issuing production schedules, liaising with Buyers on site on MRP, material availability, safety stock requirements. • Management of the Supply Chain key performance indicators.

• Supervised to six people and was responsible for conducting performance appraisals, development plans and salary reviews. I was their main point of contact for handling employee queries. • Liaise with Manufacturing to ensure all capabilities were in place to support demand • I was the companies Cost team Planning representative, cost reduction was a key focus in the company at the time • I was responsible for the preparation of and adherence to the Planning Factory Budget. The Budget for the department was set at the start of the financial year and revised quarterly.

Spent 7 months at the Intel Head Office in California Product Division. The job focused on generating product build plans to support market demand working tactical supply issues with factories to optimize product availability; supporting inventory strategies; representing planning at various meetings; and maintaining all planning systems of record. • I was also responsible for communicating business and marketing strategies to my factory counter parts, to ensure that production decisions supported Intel's strategic directives. • During my time I taught the manufacturing basics internal class to new hires and worked on project to improve the new hire training program.

• I chaired the new product introduction team for two years. This team consisted of 10-15 people with responsibility to ensure new products ran smoothly through the factory. The team was recognized on two occasions for the flawless introduction in record times. • Complete Rough Cut Capacity Planning on a monthly basis to help departments identify future capacity constraints.