As the Business Lead of RRR Services within Marsden Direct Group Ltd, I spearhead a dynamic team dedicated to redefining excellence in our industry. Tasked with launching and nurturing this new venture since December 2022, I've navigated unfamiliar terrain with confidence, leveraging my skills to drive success. From day one, our focus has been clear: achieve ISO:9001 accreditation and exceed our business KPIs. With unwavering dedication, we've not only met but surpassed these goals, delivering over 50,000 units with an impressive 99% success rate. Flexibility is our mantra, as we tailor our services to meet our clients' evolving needs. Now, with a team of three talented individuals, we're poised for expansion and eager to welcome new clients into the fold. Join us on our journey of growth and innovation!

Manage daily operations for customer service and the operations teams to deliver top-quality, cost-effective, and innovative exhibition solutions. Lead and supervise customer experience strategy team to ensure delivery of on-site presentations and prepared solutions of the highest standards, empowering customers to maximise commercial opportunities. • Instrumental in transforming customer experience processes to optimise performance in the sales team leading to a 14% year-on-year increase in revenue.• Singlehandedly managed exhibitions worth over £1.8M, doubling the highest turnover in company history.• Increased productivity and raised quality standards across a large matrix team responsible for designing, building, installing, and managing customer exhibition solutions resulting in a 28% spike in customer satisfaction metrics.• Increased bespoke sales by 210% from the previous month to £1.8M, the highest surge in company history.

Managed daily operations of 60 employees across six divisions warranting delivery of customer service of the highest order along with ensuring compliance with all health, safety, and departmental processes. • Played a pivotal role in enhancing customer service across multiple departments, subsequently increasing sales revenue by 8% annually.• Developed a leadership team that exceeded all performance goals and objectives across income targets and cost controls resulting in recording the highest profit in comparison with all other leisure facilities at £2.8M.• Spearheaded the Investors in People accreditation from the Board's proposal till achieving the accreditation; received recognition by the CEO for outstanding results.

Supervised the installation and presentation of customer exhibition stands in the UK and across Europe of the highest quality and standards, thereby ensuring maximum commercial output for the customer. • Led a large team of national sales executives to deliver sales targets and earned contract sales worth £1M per year.• Innovated and implemented a measure for delivering top-shelf customer service to high-value clients resulting in an increase in all customer satisfaction indicators by 12%.• Singlehandedly managed an entire relocation project within the permitted timeline, minimising disruptions to operations.

In 2010, I took the role of Food and Beverages Manager within the club in order to broaden my understanding of that part of the industry, further develop my skill set and gain further experience. I still worked as a Duty Manager and maintained those responsibilities in addition to this new role. I was now responsible for managing profit margins, conducting stock takes and increasing the efficiency and cost effectiveness of the department.

In 2007 I was promoted to the position of Operations Manager, where I gained more responsibility for the management of staff within the club and became responsible for managing budgets in relation to specific areas of the club and improving eco friendliness within the club. I worked closely with sub contractors and external contractors in order to ensure the club was getting excellent services and products for the best price possible. At this point I gained sole responsibility for health and safety at the club, developing policies and processes, ensuring that policy was adhered to (including contractor management), CCTV management, COSHH, Risk Assessments, monthly training for all employees and providing guidance for members. Whilst I was a duty manager, I was very proud to be hand picked to participate in the Next Generation (later David Lloyd) national scheme for training and developing General Managers of the future.

Having set myself apart from my peers, I became the interim General Manager in mid 2009 for a period of 9 months. During this time I took sole responsibility for the entire club and all it’s departments. I developed the assistant General Managers and built a strong and dedicated team beneath me. I was responsible for all budgets and all staff management. Member’s Forums had been run prior to my taking this job, but in recognizing their importance I made them regular occurrences and ensured that I took a personal interest in their implementation. Membership subscriptions were on the decrease at the time I took this role and during my time in this position I significantly reduced the numbers of members that were being lost and increased the numbers of new members joining the club. During my time in this role I increased the club’s performance rating from 13th to 3rd within a region of 15 clubs based on sales and customer feedback and saw an end of year profit grown of 5%.

I began working at David Lloyd as a Duty Manager. This was very much a customer-facing role and allowed me to develop strong inter personal and customer service skills, dealing with all manner of issues such as developing services and complaint resolution. I was responsible for managing the site on a daily basis and supporting all areas of the club. I oversaw the hiring of staff and the management of their training, qualifications and career progression. I took particular interest in management of the pool facilities and set a very high and unprecedented standard of cleanliness and health and safety in this area. During this time I was handpicked to be part of a small team of people selected nationally to develop and pilot the implementation of a corporate teambuilding package for Next Generation to sell to corporate members. I took leadership of this team naturally and as a result was put in charge of the team and the entirety of the project. The project was delivered to specifications, on time and on budget. During my time as Duty Manager, I also developed the club’s Pool Plant Guide, which was still being used by the club when I left, several years later.