• Team Development: Health Sector
• Project Management: Leisure Sector
• Positive Influence Programmes: UK, Ireland, The Netherlands, Denmark and India
• Leadership Development: Banking organisations (UK and Ireland)
• Executive Coaching: Government Agency, Financial Services, Electronics Company (Netherlands) and International Pharmaceutical Company
• Leadership Development: Six month programme of five 3-day modules. Participants drawn from leading Irish organisations
• Management Development: Indian High-tech company (Bangalore)

▪ Organisation Consulting: January – September 2005. Assignments in Ireland, UK and The Netherlands. Sectors include Banking, Pharmaceutical, Food and Drink, Public Sector, Life Assurance, and Open Programmes.
▪ Geneva, UNDP [BCPR], Strategic Planning Workshop: Co-facilitated a strategic planning workshop for BCPR leaders and managers.
▪ India, UNICEF, Positive Influence Workshop: November 2005 and March 2006, facilitated Positive Influencing Skills workshops for UNICEF India managers.
▪ New York, UNDP, Positive Influence Workshop: October 2005, facilitated a Positive Influencing Skills workshop for the Bureau for Crisis Prevention and Recovery at their New York offices.
▪ Executive Coaching: January – December 2004, involved in Executive Coaching programmes in three large organisations. The sectors are - Financial Services (Ireland), Pharmaceuticals (Ireland) and International Development (India)
▪ India, DFID India, National Team Workshop (2004)
Facilitated this three day workshop for DFID India’s National Team. The purpose of the workshop was to review the organisation and goals of the team, and to bring about changes that will increase the capacity, effectiveness and efficiency of the team. This includes a voluntary Coaching programme for the team leader and team members.
▪ The Netherlands, Electronics Company (2004): Worked with other consultants to develop the relationship and influencing skills of their managers. The managers are based in different locations throughout The Netherlands, and are drawn from many nationalities.
▪ UK, DFID Management Development Programme (1999-2004): One of the two lead consultants working with a group of 20 Sheppard Moscow consultants running DFID’s Management Development Programme. This programme is regarded very positively within DFID. It played a key part in DFID getting the ‘Investors In People’ certification. The programme covered relationship management skills for all DFID Band A, B and C staff, in the UK, Asia, South America, Africa and Eastern Europe.
▪ UK, DFID Water Management Conference (Oct. 2003)
Facilitated this two-day international conference of DFID’s leading advisors and partners on Water Management
▪ Vietnam, DFID (Project Cycle Management) Workshop (June 2003)
One of two consultants presenting the Introduction to Programme and Project Cycle workshop to Asia based staff of DFID.
▪ London, DRC Round Table Discussions (March 2003)
This one day international conference concerning the Democratic Republic of the Congo was organised by DFID to explore what shape their programme should take during the transition to democracy.
▪ India, West Bengal Team Workshop (March 2003)
Facilitated this two day workshop for DFID India’s West Bengal Team. It included some training sessions.
▪ Dublin, Computer Services Board, Ministry of Local Government (2002): Facilitated a number of workshops on ‘Working Effectively’ for key members of staff. The workshops are part of a wider Professional Development Programme that is aimed at creating a Learning Organisation culture in the Computer Services Board.
▪ Northern Ireland/Republic of Ireland, Music Arts Organisation (2002-2003): Led a review of activities and the development of a Five Year Change Strategy for this Music Arts Organisation operating in Northern Ireland and the Republic of Ireland. This led to being appointed as Non-Executive Chair of the organisation.
▪ Dublin, Irish Sports Council, Department of Sports and Culture (2002): Coached a multi-level project team to design and install a Project Management System based on Project Cycle Management and the ISO9000 Quality Management System. This was viewed in the organisation as a change management project aimed at changing the day to day behaviours of managers and staff.
▪ Ireland, Public Utility, Department of Energy, (2002): Facilitated workshops for senior and middle level managers in ‘Positive Influencing Skills’. The programme is intended to increase the skills levels of managers and change the management culture within the organisation. The programme will continue during 2003/2004.
▪ The Netherlands, Electronics Company (2002): Worked with other consultants to develop the relationship and influencing skills of their managers. The managers are based in different locations throughout The Netherlands, and are drawn from many nationalities.
▪ Belgium, Biological Medicine Company (2002): Facilitated a workshop for managers on Positive Influencing Skills. It included a 360° Feedback process on the behaviours of the managers and their impact on colleagues and staff. The programme was organised by one of the Organisation Development Managers as part of an organisation change programme.
▪ Ireland, Enterprise Ireland, Department of Enterprise (2002): Hired to do the 2002 benchmark study for ‘Enterprise Ireland College’, the internal ‘university’ of Enterprise Ireland. This agency overseas all of the indigenous job creation programmes in the Irish Economy. The purpose of the study was to establish whether EI College was to the fore or lagging behind in the provision of Continuing Professional Development to it’s employees.
▪ DFID, London Development Policy Forum (2002): One of the facilitators for the DFID’s Development Policy Forum in London, June 2002.
▪ Dublin, University College Dublin (2002): Facilitated a workshop on Project Management for college staff. A feature of this workshop is that it had a strong focus on the team and people skills side of project management. It presented Project Management as a means to managing change in the University. Also facilitated the annual planning day for the Universities Personnel Department.
▪ Brussels, Europe Aid (2002): Facilitated a three day Project Cycle Management workshop for staff who work in Europe Aid.
▪ Dublin, Enterprise Ireland, Department of Enterprise (2001): Was the consultant used by Enterprise Ireland to guide them in setting up Enterprise Ireland College, an internal/ corporate University for managers and staff. The college is part of a process to support Organisation Development and Continuing Professional Development in Enterprise Ireland.
▪ DFID, UK (2001): Was used by the following DFID departments to facilitate their annual Review and Planning Retreats – Development Policy Department, AGHD, EAPD and TDU.
▪ Dublin, Enterprise Ireland, Department of Enterprise (2001): Was a member of the consultancy team that organised and ran a series of Consulting Skills workshops for Directors, Managers and Executives of all Enterprise Ireland departments and overseas offices.
▪ Edinburgh, Standard Life (2001): Co-facilitated a workshop for executives from Standard Life on Positive Influencing Skills.
▪ Dublin, Microsoft (2001): Facilitated a Positive Influencing Skills workshop for managers and staff from Microsoft. This was part of a wider culture change programme being implemented by the client.
▪ Dublin, AIB Bank Compliance Team (2000): Facilitated a planning workshop for the managers of the banks’ compliance team. The planning system used is based on the Project Cycle Management approach.
▪ Budapest, Ministry of Education (2000): Was one of two consultants who worked with the Ministry of Education to develop Project Cycle Management Skills for leading staff who were working on EU and World Bank funded projects.
▪ Dublin, Axa Insurance Company (2000): Was one of the consultants presenting an Influencing Skills workshop for managers, part of an organisation development programme.
▪ Doha, India, Project Rescue and Team Building Workshop, DFID (2000): Headed a consultancy team that worked with a project team that faced serious low trust issues and a loss of vision and communication.
▪ Dublin, Irish Life Assurance Company (2000): Ran a workshop on Positive Influencing Skills for a group of managers and staff.
▪ Waterford, Ireland, Honeywell (2000): Co-facilitated a workshop on ‘Facilitation Skills’ for Honeywell managers based in the Waterford plant.
▪ Germany, Sweden and Belgium, Volvo Cars Europe (2000): Worked with Volvo Cars on a number of key projects that were designed to bring about changes in practices within the organisation across Europe. He used his experience in managing change projects to advise and coach the project leaders and teams on how best to motivate their staff and colleagues through the change process.
▪ Ireland and UK (1998-2000): Worked up to director and senior manger level to plan and implement organisation change programmes and processes. This included executive coaching and mentoring. Provided consultancy for significant change programmes and workshops in the following sectors: Software, Healthcare, Telecommunications, and Financial Services. Was also a member of the trainer team that ran Open Programmes in the UK and Ireland. These workshops covered Positive Power and Influence, Facilitation Skills, Negotiation Skills and Consulting Skills. His experience was with public and private organisations. Also facilitated Strategic Planning Workshops, and Change Management Steering Groups.
▪ Pakistan, DFID Pakistan Programme Team (1999): Was the lead facilitator for the Country Strategy Paper review and planning workshop.
▪ North West Frontier Province, Pakistan (1999): Was the Institutions Consultant member of a DFID project appraisal team for the “Rural Poverty Reduction Project”. This included looking at the capacity of the existing institutions, their development needs and the degree and quality of relationships between the stakeholders.

Main responsibilities and activities were to: Source new business and projects, manage the business and client relationships, and implement consultancy assignments on behalf of clients.
Projects included:
▪ Surat City and District Malaria Project, India, DFID (1998): The Institutions Consultant who reviewed the Surat City/District Malaria project in 1988. It included an assessment of all of the key stakeholders in the project, their capabilities and relationships. This also involved conflict mediation between the City and District officials.
▪ New Delhi, India, British Council (1997): Facilitated a PCM/Logical Framework workshop for two healthcare project teams.
▪ Turkey, Ministry of Tourism, Water Project (1997): Was called in by the World Bank as a project rescue consultant to facilitate finding a solution to a conflict that had arisen between the stakeholders.
▪ Poland, WKB Bank (1997): Facilitated a Future Search Strategy conference for the managers and staff of the bank.
▪ Addis Ababa, Ethiopia, (1997): Worked with the Government of Ethiopia to assist them in being better planned and organised for managing their response to natural disasters.
▪ Addis Ababa, Ethiopia, Federal Ministry of Education (1996): Facilitated a Future Search and Planning Conference for the Government of Ethiopia. This process brought together the key stakeholders for a major project to improve the delivery of Primary Education in three of Ethiopia’s poorest states.
▪ Madras, India (1995): Facilitated the ‘South India Technical Education’ stakeholders conference.
▪ DFID, UK and Overseas, (1994-1997): Facilitated 25 PCM/Logical Framework workshops for DFID staff and consultants.
▪ Namibia, European Commission (1995): Was the lead facilitator for the EU/Southern Africa Fisheries stakeholder conference.
▪ Bangladesh, Secondary Education Project (1994 and 1995): Worked with the Chief Executives of the top 6 commercial banks, that were providing services, and with the project management team to improve the design and implementation of the project.
▪ Brussels, European Commission DGVIII (1995): Recruited and led an Organisation Development consultancy team that designed a new Annual Planning Cycle for DGVIII. The purpose of the new process was to change the way that managers and staff were working together and to increase the degree of co-operation between the different departments.
▪ Addis Ababa, Ethiopia, Ministry of Industry (1994): Facilitated a stakeholder conference for the future of the SME Sector in Ethiopia. This involved a great deal of trust building with all of the stakeholder groups and then conflict mediation between the groups.
▪ Budapest, Hungary, Ministry of Transport (1994): Conducted a review of an EU funded project in the railways sector. This also included executive coaching for the project manager.
▪ Pakistan, Railways Project, World Bank (1993): Provided PCM/Logical Framework training and consultancy for the Human Resources and Organisation Development part of the project.

In this position was responsible for the following: Executive Coaching, Team Building, Management Development, and Project Management Training. Clients included: Aer Lingus, Bank Of Ireland, Department of Defence, Toyota, European Space Agency, Lotus, Digital, Nestle, Coca-Cola, Guinness, Renault, Irish Life, CIE, and AIB Bank