Andy Moat Email & Phone Number

Southampton, Gb

Yeovil, Somerset, Gb

Leamington Spa, Gb

Southwark, England, Gb

Part of the Executive team, reporting directly to CEO-Led complete restaurant management re-structure (20% reduction in roles) to improve succession and retention, together with introduction of wagamama’s 1st ever management development offer, career paths + book (for every employee)- Implemented progressive response to NLW which saw the introduction of pay progression linked to proven capability levels-Introduced online recruitment and ‘7 steps’ of best practice, won RADs 2014 for best employer brand campaign – Be you. Be wagamama-Re-wrote talent tools and systems introducing a ‘5 box’ approach to succession planning – critical to long term business growth (lfl and new openings) and improving management capability (84% at level or above) & internal succession (to > 70%)-Completely overhauled the l&d function, introducing national network of ‘centres of brilliance’ (training restaurants) + noodleversity, video based training platform and e-learning-Led review of customer service, developing simpler model & mobilising national change programme ‘kaizen service’ – essentially doing things for our guests, not to them. Contributed to the significant lfl uplift.-Supported CEO with radical change in exec team and next level down-Introduced concept of real, value adding, pragmatic hr business partnering, by spending 80% of time in sites (not in office)-Project managed move to new head office (noodle hq) from site acquisition, to design and move itself-Significant contribution to leadership of business during time of rapid change

Southampton, Gb

Reporting to the HR Director with responsibility for leading a National team of 4 Divisional and 31 Regional HR Business Partners, Retail Learning and Development, Retail Recruitment and Change team, covering all operational HR issues across 360 stores and 35,000 employees-Introduced a “People Plan” and engaged every store manager and their HR business partner in its joint ownership and delivery (included fundamental leadership and engagement programmes)-Improved the capability of the retail HR team to deliver the plan through structural and development review-Led the restructuring of recruitment to bring it back into the heart of the business, closing down the legacy remotely located ‘in house’ team and creating a shared service approach with volume and executive search specialism’s based in the centre-Led the re-focus of Retail L&D on the development of our internal management talent through launch of fast track programmes-Working with the new operations director, re-built an entirely new ops board

Southampton, Gb

-Leading a team of over 60 people, achieving world class engagement scores, & responsible for over £15m of revenue budgets-Led redesign of £50m investment in Management and Store Team Bonus plans-Introduced new Director Leadership Development Programme-Opened up new communication channels within the business including Blog sites, pulse surveys, town hall meetings and organised bi-annual Management conferences-Introduced ‘podium programme’ as a new performance coaching and monthly review process-Sponsored new national recruitment system development in partnership with TALEO-Part of team which re-launched business purpose, goals, customer promises and values, winning 2010 -Institute of Internal Comms overall award for the campaign 'Transforming B&Q'​ - Best Single Campaign and Best Strategy

Southampton, Gb

Reporting to the Director of Head Office HR with responsibility for leading a small team of HR Advisors, a recruitment specialist and a Learning & Development Advisor -Facilitated bi-annual talent development reviews which were key to succession planning and career development-Supported significant improvement in employee engagement as measured by Gallop worldwide retail database-Developed ‘Buying Academy’ approach to developing internal buying talent

Southampton, Gb

Reporting to the Director of Organisation Development with responsibility for leading the Reward, Service Centre and Systems teams.-Supported roll out of management reward framework across 3,200 managers in 350 stores, providing a clear and consistent reward framework based on store turnover, job role and performance-Managed change to align trading and development cycles, including timing of performance reviews, annual salary review and bonus payments for 35,000 employees-Responsible for HR Service Centre supporting 35,000 store based employees, covering SAPHR, cars, relocation, BUPA, discount cards, HR intranet and reward policy.-Part of project team to deliver redundancy programme impacting 400 Head Office employees

Southampton, Gb

Southampton, Gb