 Accountability of challenging site, not only Safety and Employee Engagement, but also the Commercial aspect of the operation Re-structured the site and empowered managers to take ownership of areas and people Introduced Discipline in the form of standardization, Recording and Measuring, enabling measures from DP’s to Re-education & Training to be effective Short term plan and mid - long term strategy was implemented to increase performance and attendance by invigorating employee engagementKey Achievements Latest KPI’s 2018 YTD indicate staff Attendance is stable at 98% (+ 10%), Picking has increase 385% (262k pm) - whilst errors (no WMS) have decreased by 92% (35 pm) with a total decrease in staff of 29.5% and MHE of 42% Safety is at an all-time low 2018 YTD: Personal injury 0 down 100% (5 - 2017), MHE incident 3 down 85% (21 - 2017) and property damage 3 down 82% (17 - 2017) Driver for warehouse layout change to increase stock holding to 244% of existing holding ready for transfer of two Jaguar lines Lead a team to transfer 992 different lines of stock in 48 hours for the two Jaguar manufacturing lines, seamlessly with no disruption to JLR plant Site Lead of introduction of GEMBA, Performance Dialog, Continuous Improvement, 5S, DHL H&S Management System

AIL Canton Lane Operational lead for warehouse / contract startup of warehouse Responsible for Profit and Loss Management, Standardization and Organizational DevelopmentKey Achievements Successful completion of three phases of stock transfer into the warehouse, without any disruption to the customer (JLR) Building a team from scratch, designing and implementing processes, standards and positive warehouse cultural attitude whilst considering growth expansion and developing a training plan Key customer liaison, maintaining excellent customer relations by providing clear and precise KPI’s in line with agreed SLA Lead the site to encompass several more contracts, making Canton Lane a multi user site Forecasting and Budget setting to ensure financial management, and commercial control.

Project Capricorn OTM  One of the “Super Six” training team, chosen to communicate and train DHL DSC new OTM (Oracle Transport Management) TMS (Transport Management System) to circa 150 super users, who in turn will train circa 700 end users. The testing and training team, tasked to create / review and deliver training collateral for the new DSC Transport Management System (OTM) to all the super users identified in the DHL operations Implementing the System and supporting the testing work-stream for E2E testing.

 Identified opportunities and contributed in developing a strategy which adds value to the business at site/Contract level and for the wider DHL & Business Unit Forecasted 2013 revenues of +£12m  Leading the operation and enhancing focus on the delivery of tangible savings through credible solutions to DHL Supply Chain customers whilst maintaining excellent operational performance Driven collaboration with key internal stakeholders within the UK&I market and supported the retention of existing contracts and delivery of new business.  Using a broad knowledge base and commercial acumen I have actively supported numerous RFI/RFQ processes for DSC and delivered strategic growth to both the ICT and the external market I have motivated my team and developed a “one vision approach” Manage Key Performance Indicators (KPI's) to meet contractual terms and DHL expectations through close management of external hauliers in line with the Carrier Management Program Identification of areas and plans for continuous improvement in service and cost including technical improvements and closer interaction with suppliers and their use of innovation and technology I have become an integral member of the immediate team but also ensure a collaborative approach across the wider division

DHL Irish Control Tower Nov 2010 to Present Contributed to the developement and creation of the Irish Control Tower £2.5million revenue in 2011 internalizing £370k 2012 revenues of £7.4m with benefit to DHL of £1.2m and profit of £250k Set up operational processes, which remain in place to dateKey Achievements Primary participation in successful new ICT customer tenders, £1.5m revenue after saving the customer £335k, with forecasted profit streams in excess of £250k Created and developed reports using DHL’s Electronic Freight Exchange (EFX) data extract, to track revenues/cost, benefits to DHL and creation of a carbon report and presentation People management and development, inclusive of downward, lateral and upward delegation Irish Control Tower Path to Quality and Carbon Footprint champion

Start up of a pilot planning office using a new software Cudos lite. This was achieved by reviewing information of over 1000 sites and their requirements for amount of product to be moved and the time scale they wish it to be moved, then putting this into workable plans for over 70 drivers. The main management of these drivers in a working role was partly my responsibility, with their welfare being managed by STW managers.Then capturing data and reviewing the changes and requirements, with the added responsibility of dealing with another 40% of volume required directly with asset managers or their staff, and to manage the contractor budget to be under targets set by the customer.I also made recommendations to the customer to aid in better asset utilization, for both vehicles and man power.

I have improved, developed and implemented many systems that have had marked improvements in Safety, Training and Compliance.These range from producing and getting documents approved by the senior management team which have then been distributed to the other 22 sites, to fully developing a training program with Red Amber Green timers, to aid in identification of development needs of staff. This can be seen in the RSM & HITA audit scores being the best in contract for the past two years at 97%+.I have also developed a Risk Assessment Register with RAG countdown, a “targeted Training” Excel document with the same RAG timers to identify training / coaching needs, and other systems to make the job more efficient.Another part of the position is the effective control and management of waste streams and Environmental issues which contributed towards National Grid retaining the ISO14001 accreditation.With also the management of the personnel and vehicles on site to adhere to H&S regs, O Licence legislation, company policy’s, Safe Systems of Work and other legislations.

Officer in the Merchant Navy, Commanding a team of 30+ of different nationalities & faiths.Flying and maintaining ROV’s (mini submarines), splicing fibre-optic submarine telecommunication cables.Entertainment and moral office, securing local deals to enhance the attitude and moral of other officers and crew.

Green Beret Commando, serving all over the globe.Abseiling out of helecopter's, Skiing into a frozen lake, firing an anti tank missile are among the most extreme things I have enjoyed during my time with the Royal Marines.Artic, Mountain and Jungle warefare trained.Per Mare Per Terram - By sea, by land