Responsibility for a team of 28 across Northern Europe with a revenue target in excess of £33mFollowing the Sale of Brand-Rex to Leviton the Brand-Rex sales organisation was split into three regions and I was responsible for the Northern Europe Region consisting of UK&I / Benelux / Nordic’s / Germany and CEE including Russia. This role reported into the Global Sales VP for Leviton. My team consisted of 28 sales / pre-sales colleagues.• Delivered 87% 2020 against PY and finished the year with the business back at pre-COVID-19 trading.• Promoted to Senior Sales Director at the start of 2019 following the successes in 2018.• Implemented regional insides sales team reducing external sales time leading to increased productivity levels and a large bid methodology which increased the average large project win value by £200k in 2018 and increased the win rate on large projects from 32% to 68%. • Delivered growth in 2019 of 102% of against PY and increased the GM percentage by 2.1% despite the Brexit uncertainties. • Led global projects to put in place a global inside sales capability and to implement globally the large project methodology which delivered productivity and financial results globally in line with improvements seen in my region in 2018.• Restructured the sales region putting additional resources into the Nordic / Benelux region, increasing GM by 1.8% and increased revenue growth by 9% 2018.• Achieved a 13% revenue growth in my region and increased GM by 3.5% 2017.• Transitioned the business to Leviton 2016 /17, achieving 95% of target and played lead the integration of the EMEA sales teams.

Responsible for the Brand-Rex Sales organisation reporting to the CEO and was a board level appointment.Revenue target of £70m in 2014 & £76m in 2015, leading 9 Country Sales Directors and 64 sales colleagues.• Overarching objective to increase solution selling into key verticals to grow the revenue and improve the operating profit performance to position the company for sale. • In 2014 restructured the key country sales teams in the UK&I / France / Nordics / MEA to deliver growth and improve their GM performance.• Expanded the sales territories in South Africa / LATAM – delivering £1.5m revenue in first year.• Implemented sales methodology to support large opportunities and end user accounts designed to improve our sales conversion ratio –which doubled in the year following introduction.• Implemented a new quote management process.• Overachieved the plan in 2014 delivering 10% improvement on the GM which led to significantly overachieving against the EBITDA target for the year.• Key new business wins – CONSIP (Italian Government Contract) / Bosch / Telefonica DC’s / AON / BNP• 2015 met the revenue plan and added a further 5% points to the GM performance.• Increased and developed 8 sales leaders in key growth territories.• Implemented a CRM dashboard to aid productivity and a global Account Management.

Responsible for the Country Sales teams in the North Region working for the VP of EMEA with a revenue target for 2012 of $63.5m. The region consists of UK&I / Nordic's / Germany / Switzerland / Austria with a team of 35 Sales / Pre-Sales colleagues• Exceeded revenue growth target with a final result of 120% of plan for 2012 - Highest growth for a Sales Region in Panduit globally.• Key new business wins - Microsoft ($2.5m) / Google ($1.5m) LSE ($1.4m) / Savvis ($2m) / Computacenter ($1m)• Defined and implemented a sales force transformation programme in the UK&I / Nordics increasing revenue contribution and reduced head count.• Implemented a process for managing large opportunities through the sales cycle which has now been adopted across EMEA.• Opened up two new verticals in my Region (Retail / Transportation) winning significant business - On the back of this success the approach is now being adopted across EMEA. • Provided a proposal to change the Sales Incentive scheme to the Global VP of Sales which has now been implemented as the company standard for 2013

Responsibilities include the ownership and development of a new EMEA Services Sales Team targeted on driving Managed and Professional services sales in EMEA across the Enterprise, Government and Public Safety markets. • Delivered against the sales target for $61m with a final contribution over Q2 exceeding by 125% of plan • Working with the top EMEA customers and partners, developing a qualified pipeline.• Reorganised the Services Sales and technical consultants to create a new team (currently 24 colleagues). • Developed and managed the Professional Services portfolio creating a business plan for FY12 in line with the Global Services Strategy.

Responsible for Intermec’s Services business in EMEA, reporting to the VP of EMEA and the Global Service VP. Driving the Service business to exceed the financial targets for 2010.• Stabilised and increased revenue back to $45m - Over achievement on plan of 15%• Designed and managed the outsourcing strategy for maintenance services reducing costs per repair by 45%.• Restructured the professional services team to provide in region capability to deliver managed service business steams as a more cost effective/commercial structure.

Promoted in November 2008 reporting to the VP of EMEA. Continued to develop the performance in the North Region. Responsible for country operations (Revenue target $80m for 2009 / margin 49%) in the UK / Nordics (Sweden / Norway / Denmark) /MEIA, leading 76 colleagues, taking ownership of the regional revenue and margin and cost targets.

Responsible for taking ownership of a services business and management of 150 technical colleagues across 9 countries delivering services to the country sales operations in EMEA.• Management and development of the Services business in region – Established consistent standard approach for Pre-Sales and Post-Sales across all 9 country operations.• Increased revenue from $28m to $45m, over a 5 year period, and increased margin performance by 15 margin points.

Responsible for the Northern Region professional services team, to develop and deliver a solutions business to the UK/ Nordic client base; highlights include;• Led the organisational change to bring together pre sales and service to form one professional service team. This direction became instrumental in the future structure of Intermec technologies, globally.• Successful completion of software development projects for GeoPost and Parcelforce - Business value £2.5m. • Managed the professional services team for the UK / Nordic region consisting of 42 colleagues• Successfully implemented changes to the organisation to align sales and the Services teams enabling the UK/Nordic region to grow its business by 35% in 2002.

Responsible for the UK Pre and Post Sales Team with ownership of the UK Services Business (£4.5m revenue in 2001); Key elements included;• Managed the Services team for the UK consisting of 28 colleagues• Designed and implemented outsourcing of key maintenance Service contracts to provide significant cost saving (35%) and increased profitability on the specific contracts (e.g. Parcelforce)• Restructured the UK Services team to reduce cost base and increase productivity and performance.