When Essentra (www.essentra.com) sold their international packaging operation to Mayr Melnhof (www.mm.group), it created a requirement for interim IT management within the division to ensure continuity of service to the user base and provide support for M&A activities.

As Interim Transformation Manager, I worked with colleagues in Essentra, MM and external project consultants to complete the transition of the division within agreed timelines.

In addition to working with other external consultants on planning, resourcing and execution as required, I led a global ERP support team through a number of short-term tactical projects to meet the business objectives, building relationships with stakeholders across the business to manage expectations, ensure appropriate prioritisation of workload, and deliver results within defined timescales.

Projects included: -

> ERP modifications to support multiple organisations within one instance
> Global rebranding of the new packaging division
> Technology migration (end user compute, servers and applications)

At the conclusion of the project, I worked with the new MM team leadership to re-align the team to MM organisational design standards, identifying skills gaps and team development opportunities in readiness for a global replacement of legacy ERP packages with the standard MM solution.