Working for a top 10 brand within the wider Unilever portfolio I have a strategic role developing the €50m+ Ben & Jerry’s scooping business (in store, HORECA and delivery) across 10 markets in the European region as well as South Korea and Singapore. The scope of the role covers 500+ sites and 1300+ team members and works cross functionally with matrixed stakeholders developing and implementing rolling 5 year plans covering sales, customer, operations and social activations for network wide implementation.Supporting the ground up development of a store franchise programme in the UK, expanding to 30+ sites by 2029. I led the retail brand collaboration with Tony’s Chocolonely developing new products and implementing key store ‘takeovers’ driving sales, team & customer engagement earning 7X media coverage, 400K online reach (Europe & US). In addition working alongside our factory teams I oversee the new product development process, and launch to markets achieving <5% GM improvements and reduced stock outage.In Asia and emerging markets I have delivered the Dark Kitchen expansion to 150 units in South Korea whilst implementing performance metrics to ensure sustainable business and brand status. I also structure agreements on resource allocation and brand/ concept trials and agree wide scale roll out based on meeting key local and partner requirements. A key stakeholder within the Global Retail Team tasked with delivering sales growth and consistent expansion across the regions whilst also activating the brand ‘Three Part Mission’

A leadership role that spanned 8 European countries delivering business growth and enhancing customer experience whilst maintaining operational standards across 250+ sites. I developed and successfully implemented operational strategies covering new store/channel sign off and team training through to increasing brand and customer engagement and ultimately increased profitability whilst ensuring that our business practices aligned with our registered B-Corp social responsibilities. I was the ops lead in launching three company owned ‘Brand Hubs’ in key European cities (London; Rotterdam and Berlin). I was responsible for key aspects of the project from building and ops design, to regulatory sign off (internal and external) as well as recruitment, training and creating structures for ongoing management. All stores opened as traditional retail environments but quickly developed e-commerce and off site sales channels whilst championing local Values Led Suppliers and partnershipsI led a team of 6 Operations consultants across Europe implementing ops programmes improving operational standards by 15% and implemented e-audit system (i-auditor) and quarterly schedule for onsite operational visits and crowd sourced mystery shop programme which improved standards and reduced costs by 35%. I led the reconfiguration of the supply chain networks throughout Europe to improve availability whilst reducing costs by 20%

Leader of seven KFC Company stores in North and West London with a P&L accountability of c.£10M per annum, I was responsible for the on going recruitment, development and coaching of the store teams to ensure consistency and delivery of excellent customer metrics.Passionate about Operational Excellence, I coached my team on this through the implementation of processes, training and weekly/ monthly success routines which resulted in 100% of stores passing internal audits and 5* EHO ratings.Integral in the re-development and reopening of three concept stores which resulted in positive sales and customer metric results, and led the opening of a new flag-ship Drive thru store which included the recruitment and training of 50+management and team and achieved 150% vs launch sales plan.With consistent coaching and challenges at all levels of the business we have developed the area, increasing team and management capability, growing our people pipeline which in turn led to strong customer metrics and positive sales growth during my tenure. I was also recognised for Ops Leadership through covering Regional Operations for 5 months reporting directly to the UK COO

Managing a team of three I was responsible for the analysis and forecasting of sales performance for the Honda (UK) car network, proposing and initiating sales performance counter-measures when required. Accountable for a £10m corporate support budget, and management of the relationship with several external agencies. I jointly formulated and implemented the national sales target project, leading to the achievement of Honda (UK)’s medium term business objectives. I jointly led national sales team meetings, and represent the sales department function at internal senior management meetings.

Area Sales Manager covering 10 dealership sites within East Anglian region, Midlands and North East London. Responsible for the Supply, Marketing, Customer Satisfaction and Sales Activity. Analysed individual dealer and group sales performance against objectives and proposed marketing and sales initiatives to improve business performance. Implemented key sales process and prospecting initiatives, and led customer facing teams through enhancements to Mystery Shop process and improved Customer Satisfaction ratings. Main liaison between groups and Honda (UK).

Responsible for Sales Development with +100 Fleet Business Market within South Eastern territory