Andrew Harrison Email & Phone Number

Hartlepool, Gb

Northeast, Yorkshire & Humber

Hartlepool

Undertaking short-term or long-term projects to address improvement projects, defined customised lean solutions, current state analysis to future state, 5s, standard work, Kaizen events within manufacturing, retail, production, automotive, pharmaceutical, learning and development, business transformation, operations, warehousing and storage, partnership client development, FMCG, food and drink, education, apprenticeships, leadership development.

Leeds, United Kingdom

Here I enjoyed a challenging and varied role, reporting directly to the Aftersales Director of Stratstone, I create and manage the delivery of the fulfilment and production business plans. Within this role, I manage senior stakeholders, applying extensive knowledge of culture change with a focus on continuous improvement, leadership and mentoring. I also lead all aspects of staff recruitment, performance and disciplinary processes, whilst also developing marketing strategies and promotions. I am also challenged with resolving customer complaints and complex queries, successfully maintaining full P&L responsibility and financial management of stock and ensuring that all regulatory requirements are met. I additionally played a key role as the Project Leader of new preparation/ production site (now completed on time and within budget) with strategic costing, ROI projections, site mapping, onsite lean process training, commissioning of all equipment ready to supply all Merc-BMW-mini dealerships with a standardised product.

Group Technical Training Leader – Pendragon Plc. As Group Technical Training Leader, I crafted technical accelerated learning programmes that were capable of driving the business results of today and ensured that the business had the skills and competencies required for the future. Within this capacity, I drew upon my knowledge and understanding of business challenges and infrastructure to support the delivery of technical training and compliance within all areas of aftersales, whilst also running a large number of workshops. I played a key role as the Lead on group new MOT training and compliance, overseeing strategic costing and ROI projections for new programmes that support the business across all brands. For this, I established long-term partnerships with colleges and providers of commercial training, with additional responsibility for delivering complex end to end recruitment for several ongoing key business objectives. Within this role, I was challenged with driving down attrition and improving the candidate experience whilst maintaining and negotiating with RoATP training providers to ensure due diligence, capability, quality and financial health and ability to deliver high-quality apprenticeship training. Consulting with aftersales interventions required at dealerships, I remained mindful of the implementation of LEAN mythologies are key business drivers. I also championed engagement within house learning academy to build and develop new sales, customer service, aftersales and leadership interventions for the group. Here I proved instrumental in several culture change and group-wide programmes with a heavy focus on leadership and mentorship. During this time, I gained extensive knowledge of current technologies and carried out research to identify new trends that could be utilised to achieve maximum results

Following my many successes as L&D Learning Manager, I was appointed as Levy Manager and championed all aspects of programme design, delivery and embedding training and the writing or leading of development of training programmes. Here I challenged the status quo is and helped to unearth and ultimately understand the big questions and challenges of the business. For this, I utilised Agile leadership skills that result in high levels of engagement and performance whilst providing commercial management, quality assurance and maintained accountability for maximising the apprentice levy within the business. Key to this role was activate engagement with strategic partners and key stakeholders, driving the performance to ensure the creation of distinctive, high-quality training programmes and timely phasing of starts. Another key element of my role was to lead negotiations with RoATP training providers to ensure due diligence, capability, quality and financial health and ability to deliver high-quality apprenticeship training. I additionally managed the DAS accounting system, in-line with levy auditing and adherence to SFA/ GOV funding rules and guidance. I also mapped existing sales, workshop, rental and technicians training to new standards as well as existing frameworks to enhance training interventions. During this time, I maintained ownership of the Northgate plc Motor Vehicle Technician apprenticeship strategic plan across the business.

L&D Learning Manager – Northgate Plc. Here I spearheaded the design, delivery and reviewing of learning interventions that positively impact on various workstreams including, Sales academy, CRM, workshop / aftersales academy and the leadership academy. Within this capacity, I confidently supporting staff, when requested, using various brain-friendly methods to embed individual learning aligned with workshop KPI and revenue targets. Thriving as a Change Agent Lead, I promoted and supported Northgate initiatives, change programs & projects through remaining as a catalyst for change & innovation, when dealing with across all levels of the business. During this time, I held full responsibility for supporting individuals who were involved in Northgate change programs using onsite coaching on a one-to-one or group basis, to help embed the learning. I also assisted in on-site projects involving the One Northgate culture & changes to Northgate Customer Services procedure. Within this role, I established a brand-new dynamics CRM from scratch, working with the Developers to establish this and then delivering full role out of training to all sites. I was additionally tasked with evaluating individual performance, providing recommendations for further support & development interventions to Operations Managers, General Service Managers & Area Managers. For this, I successfully developed a blended approach to interventions utilising the Northgate Academy E-Learning solution. I also conducted an effective review of L&D activity, worked closely with and made a recommendation to the Head of Learning & Development to continuously improve the outputs of the L&D Team and Northgate’s relevant return on investment.

• Using my occupational competences to build bespoke training programmes, facilitate training and assess on certificated qualifications ranging from MVT, BIT, PMO, WDS, Food & Drink, ILM 3-5, CMI,Business Admin, Customer Service, Retail,Cleaning & support services, Team Leading, and level 3,4,5 leadership / management.• Work with candidates and determine that sufficient evidence exists for the performance evidence, the behavioural evidence and the knowledge evidence requirements of the assessment routes, QC the assessment process. • Ensure that all programme material, delivery and development achieves the requirements, specifications and standards of the contract and Awarding Body.• To work in partnership with sites to create a positive learning environment for work-based learning.• To deliver an individual learning experience coach and mentor when needed with all learners and in-house employees to maintain motivation and maximise assessment opportunities in line with the programme they are following.• To set and review SMART targets and action plans with clear guidance and time bound deadlines • Ensure that all assessor evidence meets the QCA requirement for authenticity, reliability, consistency, sufficiency, validity, currency and realism.• To liaise with other Assessors and IVs to promote good practice and attend standardisation and occupational competence meetings.

• Joint responsibility for control of all P & L aspects of the business.• Directly responsible for all capital expenditure engineering projects.• Directly responsible for the overseeing of planning, organising and implementing production in line with prescribed policies and procedures.• Directly responsible for three production sites, satellite depots and transport fleet.• Ensuring financial budgets are set and achieved on a daily and monthly and annual basis using controlled efficiency targets.• To ensure that production targets are met whilst controlling/reducing wastage of materials and labour. • Implementing and maintaining a quality system ensuring all documentation is produced, approved, reviewed and monitored.• Ensuring all legal requirements are met with regard to Health and Safety and Food Hygiene regulations.• Ensuring that all employees receive ongoing appraisals of performance and assessment of suitability of training.• Reduce levels of employee absence using monitoring, coaching and disciplinary action wherever necessary.• Maintain and build upon the Management / Supervisory team effectiveness whilst continually re-examining individual performances against laid down objectives.• Monitor customer service and where needed liase with customers and staff to solve problems and maintain a high standard of customer satisfaction.

Blaydon-0N-Tyne, England, United Kingdom

Stockton-On-Tees, Stockton-On-Tees, United Kingdom