As Head of Operations reporting to the CEO, responsible for the entire Watchshop operations, Transport & Logistics through carrier relationships, Human Resources (recruitment, company policies, people management & development through appraisals/chairing SLT company growth strategic people aspirations & future placements monthly meetings), Customer Services, Retail Store, Photography Studio, buildings, business park liaison, site security, effective partner relationships (M&S, Debenhams, Next & Amazon).With 5 direct reports supporting a 40-80 logistics strong team.Company growth through new warehouses & offices both UK and EU. Driving inventory accuracy through 10 stock counts per year, operational excellence with consistent 100% operational daily fulfilment.

Head of Logistics and Facilities Responsible for three sites covering the M3 corridor totalling 250,000 sq ft of warehouse floor space. Working on web, phone and post fulfilment across 15 clients ranging from charity sectors to retailers. Total Account Management being carried through senior forums covering contract renewals, carrier negotiations that best fit client requirements to monthly strategy planning. Orders being provided to customer purchases, shop replenishments and wholesale deliveries. Total budgetary control covering facilities and warehouses achieving 8% year on year savings against plan through productivity gains and overhead savings through contract negotiations. Total stock control with quality/ delivery being reviewed and maintained in a secure workplace ensuring staff are aware of forecasts through both seasonal and off peak time frames enabling flex within the workforce to adapt to all volume scenarios. Capacity reviews carried out continueouly with floorplan designs to maximise storage and pick locations.Implementation Leader for 110,000 sq.ft warehouse, single client party plan order profile, this involved site location profile to ports against cost, warehouse design maximising order throughput with ongoing productivity gains, full recruitment from Warehouse Manager to shop floor operatives totalling 45 staff. Full responsibilities for on site maintenance both internal and external, looking at office layouts designs through company growth and realignment. Strong leadership through all departments complying with legal requirements within the workplace environment.

Promoted within 16 months of joining Gist and offered the challenge of developing and improving the poorest performing depot in the network. Direct reports of 5 Operation Managers and 20 Shift Managers with a workforce of 270 staff. Within 12 months Hemel depot improved year on year12%, 2007-2008 improved a further 9% and tracked at 7.2% for 2008-2009. Building a strong team of managers driven by clear guidance/communication/results and pushing to be the best have achieved this depot improvement. Performance Management of under performing Managers and Warehouseman: Attendance Management: Changing the way we work, through layouts to improve visibility creating a slicker working environment to improve productivity whilst also improving safety in the workplace.

Complete control of both on and off airport stores covering 350,000 sq.ft. With inventory of £163,000,000, responsible for a management team of 25 staff ranging from Operation Manager, Customer Support/Help Desk Team, Duty Shift Managers, Training Manager/Training Team and a team of Supervisors to manage 206 British Airways staff. Heavily unionised environment with Senior Shop Steward negotiations held to assist development within the operation. Undertaking responsibility for a new British Airways computer system (SAP) implementation. Maintaining zero overtime within both facilities.