Responsible for all UK & ROI Customers who use EPS returnable transit packaging trays for delivery into retailers (ALDI & Bakkavor) making sure they have all the equipment rented to them and are making the best use of them ahead of their delivery to the required retailer.Conduct supplier-based audits across the UK, checking and counting of all equipment across their business whilst learning and understanding their background and operation to ensure they are getting the best value from EPS’s solutions. Chaired the daily operational meeting across departments including Depot management, Customer Services, Transport planning and Account Managers to ensure that all parties shared ownership and were aware of any potential issues.Collection of forecasting data from each supplier (300+) to understand seasonal spikes and lows to make sure all equipment is available for both the customer and service centre.Managing all 11 Aldi Distribution Centres to collect and return Aldi potato shippers to 2 regional service centres ahead of supplier collections.Haulage management reporting – Collection value, understanding failed collections/deliveriesIdentify new haulier routes to reduce overall transport costs.Created and implemented a product repair process so that maximum value of the asset and extension of life of an ALDI potato shipper could be achieved.Developed and implemented a Digital Auditing system to collate information from all UK & ROI suppliers to cross compare against internal system to ensure client balances were correct.Trained/Supported the development of new employees of the team to ensure that daily, weekly, monthly KPI's are met or exceeded where possible

I am responsible for a team that provides the interface between Aldi and its suppliers to make sure they have the required Returnable Transit Packing to deliver their product into Aldi. Managing all 11 Aldi DC’s to collect and return to 20+ regional traywashes ahead of scheduling supplier collections.Developed and implemented an emergency equipment order system in order to aid suppliers to collect additional equipment to meet increased demand for their orders from ALDI. 2021 = 10 Million Trays. 2022 = 11.4 Million TraysDeveloped and implemented a cross platform interface for MS Teams to track current/future days orders to make sure that suppliers where possible receive their requested full load of equipment.Implemented a cross skills training system to allow roles to be covered by all team members including myself, allowing for better resource controls.Supported the growth and capabilities of the team to ensure that daily, weekly, monthly KPI's are met or exceeded.

Managed a team of 6 Analysts including a Solutions Analyst on the Service Desk, monitored performance and ensured the constant delivery of technical services and support.Planned work flow, assessed priorities, allocated timescales and distributed work per level of expertise required. Played a key role in Offshoring the Service Desk to Manila.Redesigned and implemented the Major Incident Management process after securing senior management approval. Maintained strong stakeholder relationships, influenced decisions and ensured effective communication through all project stages. Successfully created and implemented a Vendor Management Strategy, which significantly improved existing relationships with suppliers through the creation of a Technical Author role to gather existing and identify new documentation.Responded promptly and effectively to changing circumstances, planned for contingencies and managed conflicting priorities while ensuring a commercial approach to resolution of issues.Redesigned current Escalation Process and implemented across the organisation.

Managed the transition of the Service Desk following a relocation from Beaconsfield to Edgbaston and successfully maintained BAU.Turned around an underperforming Service Desk that had poor documentation and lacked support from the outgoing Beaconsfield team and successfully reduced Service Desk tickets by 78% from 1800 to 400.Ensured the management and resolution of all incidents/service and supported/maintained targets within KPIs and SLA targets. Identified process improvement including and implemented a Mobile Phone recycling scheme that delivered savings of £10K within month 1.Managed a large office move including movement of telephones and PC’s for 190 users within a challenging 4-hour deadline and with minimal disruption. Reviewed and implemented quality control procedures through regular spot checking.Engaged with Regional Directors on the implementation of a complaints process and reissued store equipment to significantly reduce the number of hardware requests.

Led a team of 2 and ensured the provision of IT support across the organisation.Delivered improvements to current infrastructure through the delivery of infrastructure and application related strategic directives.Diagnosed and resolved issues with devices, peripheral equipment as were as network hardware and software.Ensured that incident and service request details were aligned with internal procedures and SLAs.

Managed 12 staff across 5 locations across the globe and ensured that activities were aligned to ITIL processes. Ensured the team had the necessary strategies, training and development plans to consistently achieve in line with business objectives.Managed day-to-day operations of Global Service Desk and Front Office Service and ensured the achievement of SLAs.Promoted the ITIL strategy as well as continuous service improvement across the department. Controlled and managed documentation including the updating of the Site Operations Manual.

Tailored approaches at the strategic level to deliver innovative, unique key account experience.Achieved board-level approval and subsequently introduced new colleagues, new management and new structures.Exceeded performance expectations and almost doubled the size of the contract within an 11-month period. Analysed current team performance, mapped trends and developed/implemented action plans to improve performance.Worked alongside the sales team, identified and analysed sector needs, trends and opportunities to seize entry to potential new business.

Managed Service Desk operations and ensured the delivery of 1st Line Support as well as 2nd Line Desktop support across 15 countries. Ensured that incident and service request details were aligned with internal procedures and SLAs.Project lead on the deployment of new hardware, automating software rollouts/upgrades, backups, retirement of obsolete hardware and implementation of service continuity and disaster recovery strategies. Worked alongside stakeholders to transition plans that enabled scheduling, sequencing and ownership of all cutover activities.

Delivered a consistently high-level of support to clients including 3i, Hewlett Packard, Synstar, Douwe Egberts, JLL, Warwick Castle and Alton Towers.Responded to all new incidents for clients within the SLA for that incident.

To effectively manage the resource of Cap Gemini, allocated to each business unit within Corus. Thus enabling Corus to achieve its primary objective, to become the leading market provider of steel based solutions. Resource from Cap Gemini included; managed helpdesk, 2nd line support and 3rd line development teams where appropriate.Projects undertaken;• Utilise new learning and presentation technologies to create a better and cheaper alternative to internal business meetings, basically the installation of Corus’s first fully interactive digital boardrooms, with whiteboards, projectors, Video/ Audio Conferencing. Multi interactive participation split over multiple rooms on multiple sites. • Implement processes with Cap Gemini to ensure a level of accuracy of asset management to within 93%. Audit method created and all sites (40 UK) audited twice a year.• Create an equipment recycling programme to reduce cost within the business, over five years and cost savings in excess of £500,000 over a thousand items of IT equipment recycled to date.• Implement a document management system (existing to other parts of Corus) in all CMSE UK sites, six sites achieved before the project failed due to poor communication between IT and business. Project restarted early 2002, resourced with more experienced people; progress is steady although not directly managing project, responsibility for technical advice.• Advise, manage and assist with the implementation of a new business production system named Stratix. Directly responsible for ensuring the training centres are installed and available at the required site for the timescales given.