Robert Duffy
Mobile (086) 821 0340 • E-MAIL rob@robertduffy.ie • WEB www.robertduffy.ie
| PROFILE | Robert is an accomplished and very experienced IT professional with over 30 years of experience in the industry. He is a results driven individual with excellent communication and presentation skills, a natural talent for leadership combined with an entrepreneurial spirit which has helped him consistently deliver successful projects, programmes and services throughout his career for many private, public and semi-state clients. Robert is currently an Associate Director in Fujitsu (Ireland) Limited. |
| KEY SKILLS | Project / Programme Management | |
| Partner Management | ||
| Service Delivery Management | ||
| Transition Management | ||
| Technology Consulting | ||
| IT Service Management Consulting | ||
| Software Design & Development | ||
| IT Operations Management & Team Leading | ||
| Business Development & Strategic Bid Management | ||
| Client / Account Management | ||
| Commercial & Contract Negotiation | ||
| Career Management & Mentoring |
| CURRENT | Senior Projects/Programme Manager, Fujitsu (Ireland) Limited |
| ROLE | Robert is currently engaged across a number of Projects / Programmes for Fujitsu Ireland covering public and private sector clients in Ireland. |
Mobile (086) 821 0340 • E-MAIL rob@robertduffy.ie • WEB www.robertduffy.ie
| EXPERIENCE | Senior Projects/Programme Manager, Fujitsu (Ireland) Limited | 2013 – Now |
| SUMMARY | Partner Manager, Fujitsu (Ireland) Limited | 2004 – 2013 |
| Associate Director, Fujitsu (Ireland) Limited | 2002 – 2004 | |
| Management Consultant, DMR Consulting (Fujitsu) | 2002 – 2004 | |
| Principal Technology Consultant, DMR Consulting (Fujitsu) | 2001 – 2002 | |
| Integrated Services Manager, Global IS Shared Services, Diageo Ltd. | 1999 – 2001 | |
| Technology Manager (Integrated Business Programme), Guinness. | 1997 – 1998 | |
| Infrastructure Projects Manager (Global Service Delivery) Guinness | 1997 – 1998 | |
| Technology Consultant, Guinness Ireland Limited | 1994 – 1997 | |
| Technology Consultant, Guinness Ireland Limited | 1994 – 1997 | |
| Technical Support Manager, Guinness Ireland Limited | 1991 – 1994 | |
| Systems Manager, Guinness Ireland Limited | 1990 – 1991 | |
| Systems Specialist, G.C. Mc Keown & Co. | 1988 – 1990 | |
| Systems Manager, G. C. McKeown & Co. | 1986 – 1988 | |
| Applications Programmer/Analyst, G. C. Mc Keown & Co. | 1984 – 1986 | |
| FUJITSU | Associate Director, Fujitsu (Ireland) Limited, 2004 – 2015 | |
| EXPERIENCE | During his time at Fujitsu (Ireland) as an Associate Director Robert has held a number of internal as well as client facing roles and delivered a wide range of project / programme management, partner management, service delivery management, strategic bid management, service management, technology consulting and business development services. Please refer below for more information on these roles. | |
| Partner Manager, Fujitsu (Ireland) Limited, 2013 – 2015 | ||
| As Partner Manager for Fujitsu Ireland Robert is responsible for leading all strategic and tactical partner programmes within Ireland, creating a network of partners to support top line growth and expansion of the Fujitsu offerings portfolio utilising partner solutio and Working with the Customer Delivery, Marketing, Business Development and Customer Accounts functions to ensure successful governance and delivery of all partner programmes and associated revenue streams | ||
| Hiraku Project Transition Manager, Fujitsu (Ireland) Limited, 2012 – 2013 | ||
| Robert was engaged as Internal Transition Manager for Fujitsu Ireland enabling the company to deliver a significant / strategic reorganisation and change programme (codenamed “Hiraku”) which impacted on all levels of the Fujitsu (Ireland) organisation (people, processes, structure, strategy, technology etc.) to an aggressive timetable | ||
| Bord Gais Networks Transition Manager, 2012 – 2012 | ||
| Robert managed the successful transition of multiple Bord Gais Networks service desks (internal and external) and operational/desk side staff into a new ITIL compliant Fujitsu service desk and on-going managed service. Transition scope also included knowledge transfer / training, implementation and management of a TUPE process (staff transfer & training), identification and integration of improved request fulfillment solution, data migration and eventual handover to an on-going support/service team within Fujitsu. The transition project was viewed by BGN as “very smooth” and they were most impressed with the lack of any significant impact on their end users during transition. | ||
| O2 Telefonica / 48 Months Transition Manager, 2011 –2012 | ||
| Robert was engaged as Transition Manager for a Tier 1 Telco sector client (O2/48 Months) transitioning a Mobile Virtual Network Operator from project implementation mode to an on-going managed service within Fujitsu. The implementation team were working to tight deadlines to meet launch date objectives and Robert led a separate transition team to ensure the smooth handover from project mode to fully supported managed service was delivered as required. | ||
| Transition Manager, Astellas Pharmaceutical, 2011 –2011 | ||
| Robert provided transition management services for a multi-million European Tier 1 pharmaceutical sector client (Astellas) transitioning from European support contract and team to an Irish managed service within Fujitsu. Robert assisted the newly appointed Service Delivery Manager for the account in completing the transition. | ||
| Service Delivery Manager, Health Protection Surveillance Centre, 2011 – 2013 | ||
| Robert was engaged as a Service Delivery Manager for the Health Protection Surveillance Centre (HPSC) as part of an on-going multi-year service provision contract. Within this context Robert also project managed discrete work for the client (for example project managing a technology refresh project – comprised of a number of technical proof of concepts – focused on virtualisation and infrastructure/application refreshes within the Microsoft technology stack). | ||
| SAP Project Manager, Geith Manufacturing, 2011 – 2011 | ||
| During 2011 Robert project managed the design of an SAP Business-All-In-One solution (Discrete Manufacturing best practices) for a private sector manufacturing client (Geith Manufacturing). The project included the management and coordination of a SAP implementation partner team (Bearing Point) and required the entire project team to be based primarily onsite working with the customer throughout the entire design process. | ||
| Oracle Business Intelligence Programme Manager, An Post, 2009 – 2010 | ||
In 2009/2010 Robert programme managed a large Oracle Business Intelligence implementation for a tier 1 semi-state customer (An Post) based onsite in Dublin city centre, leading a team of approximately 25 – 30 people comprised of business analysts, functional consultants, technical architects, developers, testers, data analysts and change management resources. Robert was also responsible for the successful bid management of this opportunity which resulted in the client selecting Fujitsu as preferred implementation partner. At the time this was the largest Oracle BI implementation in Ireland.Key deliverables of this programme of work included:
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| Oracle ESB Project Manager, Doosan Infracore International, 2009 – 2009 | ||
| Robert project managed a team of Oracle Enterprise Service Bus (ESB) architects and developers in the delivery of approximately 45 integrations of varying complexities across five critical business areas for a manufacturing customer (Doosan Infracore Int.). The project team were based both onsite (at customer premises) and remotely (at Fujitsu offices). Robert was responsible for all aspects of the delivery of project services to the customer. | ||
| Service Delivery Manager, Airtricity, 2008 – 2008 | ||
| Robert was engaged as a service delivery manager for a Fujitsu customer in the renewable energy sector (Airtricity). The role comprised oversight of all projects and services being delivered to the customer as part of a 3-year managed service contract which delivered application development and support services, an ad-hoc consulting service and management of discrete projects as required within the context of an overall services framework agreement. | ||
| Services Director, Revenue Commissioners, 2007 – 2008 | ||
Fujitsu Services were engaged in a multi-year contract with a significant tier 1 public sector customer (Office of the Revenue Commissioners), acting as prime contractor in a consortium providing external ICT services and support across a wide range of specialties including application architecture design and development services (Service Object Architecture/Web Services, Enterprise Service Bus, EU Messaging, JEE etc.), testing and quality assurance services across multiple strategic business programmes, ITIL process design and implementation services (service support and service delivery) , security and business continuity management certification services.Robert was assigned to this strategic tier 1 account as Services Director with the objective of initiating and ensuring on-going service delivery in a complex commercial and contractual environment and growing the account in respect of new business development. The entire delivery team comprised of approximately 30 to 50 people on average (depending on individual project requirements at the time). This was a multi-year multi-million euro account. This role included the following key responsibilities:-
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| Services Director, Revenue Commissioners, 2007 – 2008 | ||
Fujitsu Services were engaged in a multi-year contract with a significant tier 1 public sector customer (Office of the Revenue Commissioners), acting as prime contractor in a consortium providing external ICT services and support across a wide range of specialties including application architecture design and development services (Service Object Architecture/Web Services, Enterprise Service Bus, EU Messaging, JEE etc.), testing and quality assurance services across multiple strategic business programmes, ITIL process design and implementation services (service support and service delivery) , security and business continuity management certification services.Robert was assigned to this strategic tier 1 account as Services Director with the objective of initiating and ensuring on-going service delivery in a complex commercial and contractual environment and growing the account in respect of new business development. The entire delivery team comprised of approximately 30 to 50 people on average (depending on individual project requirements at the time). This was a multi-year multi-million euro account. This role included the following key responsibilities:-
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| Associate Director, Solutions Group, Fujitsu Services, 2004 – Today | ||
In 2004, Fujitsu Consulting and Fujitsu Services merged to form a single global IT Services company, Fujitsu Services, providing end to end IT Consulting, Business Consulting and Managed Services to clients. Robert transitioned to the Solutions Group as Associate Director to provide Infrastructure and Application Architecture Design services on all Fujitsu projects in Ireland. In his role Robert divided his time between delivery and business development where his responsibilities included:-
Key achievements while a member of the Solutions Group included:-
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| DMR | Management Consultant, Business Solutions Grp, DMR Consulting, 2002 – 2004 | |
| EXPERIENCE | In 2002 Robert transitioned to the Business Consulting group which provided management consulting services to clients. Robert focused on the provision of both project management services and IT service management / service effectiveness consulting for clients. Key achievements included:-
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| Principal Technology Consultant, DMR Consulting, 2001 – 2002 | ||
The Technology Consulting Group was concerned with the project management, design and implementation of appropriate infrastructure solutions and application architectures for Fujitsu clients. As a Principal Technology Consultant, Robert was involved in a variety of client projects including:-
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| DIAGEO | Integrated Services Manager, Diageo Limited, 2001 – 2013 | |
| EXPERIENCE | Robert conceived and created the Integrated Services Management (ISM) function to be a rapid-response unit which could add value through project managing and delivering complex infrastructure and applications projects across the globe for Guinness seed and venture companies, utilising best practice Service Management and Service Delivery principles (ITIL). This was a radical approach for Guinness which bypassed the territorial / bureaucratic issues normally associated with a distributed IT support function trying to centralize its services and also helped to embed ITIL best practices across the organization.As Integrated Services Manager Robert managed the entire function, resourced projects as required (from internal staff and externally contracted resources) and defined the strategy, culture and operating style of the team. In effect Robert was the programme manager for all the project and service managers working for the ISM function (approximately 10 project/service managers on average with many more resources per each project team). Key achievements included:-
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| GUINNESS | Multiple Roles Note, Guinness Limited, 1997 – 1998 | |
| EXPERIENCE | During 1997-1998 Robert held two distinct roles for different parts of the Guinness Ltd. organisation in parallel, managing two different teams located in the UK and Ireland as appropriate. The first role was an assignment (Technology Manager) as part of a global SAP implementation project team for Guinness Ltd. The second role was as Infrastructure Projects Manager for the global IT shared service organization in the UK. Robert commuted between the UK and Ireland every week for 2 years in order to service both roles in the two locales. | |
| Technology Manager (Integrated Business Programme), Guinness, 1997 – 1998 | ||
Guinness implemented a single integrated business system across Europe, Ireland, UK and USA locations during this period based on SAP Enterprise application technology. As an integral part of the global implementation team (approximately 140 people based in Dublin) the role of Technology Manager included: –
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| Infrastructure Projects Manager (Global Service Delivery), Guinness, 1997 –1998 | ||
Guinness Global Service Delivery implemented a new global support structure (including infrastructure, helpdesks, data centres, systems, processes etc.) to meet both Integrated Business Programme (IBP) requirements and other Guinness global requirements. The role of Infrastructure Projects Manager included: –
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| Technology Consultant (Technology Services Group), Guinness, 1994 – 1997 | ||
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| Technical Support Manager (IS&T), Guinness, 1991 – 1994 | ||
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| Systems Manager (IS&T), Guinness, 1990 – 1991 | ||
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| G.C. MC KEOWN | Systems Specialist, G.C. Mc Keown & Co., 1988 – 1990 | |
| EXPERIENCE |
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| Systems Administrator, G.C. Mc Keown & Co., 1986 – 1988 | ||
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| Applications Programmer/Analyst, G.C. Mc Keown & Co., 1984 – 1986 | ||
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| EDUCATION | Leaving Cert Level | |
| QUALIFICATIONS | Henley (IMI) Executive Management Certificate & Diploma | |
| Prince 2 Project Management Practitioner | ||
| ITIL V3 Foundation (Green Badge) | ||
| Fujitsu Macroscope Project Management Practitioner | ||
| Numerous management, technical and inter-personal training courses | ||
| CSR | Age Action Ireland Volunteer Tutor (Computer Skills Training) | |
| INTERESTS | Open Source Web Development | |
| Gaming Technology & Developments | ||
| Cinema | ||
| Travel |