Chris White Email & Phone Number

Kidderminster, Gb

Castle Donington, England, United Kingdom

Derby, England, United Kingdom

Synergy Logistics is a leader in warehouse management technology. For more than 50 years, our systems have powered the warehousing operations of some of the world’s most successful companies. Recognised in the Gartner Magic Quadrant for its technological advancement ethos and innovative solutions, Synergy is focused on ensuring it remains at the forefront of the international warehouse management marketplace.

Bolton, United Kingdom

Working with some of the world's largest logistics companies, including UPS, Parcel2Go can help carriers enter SME and consumer markets, providing profitable access to customers sending parcels to 220 countries worldwide. Not only has P2G gathered a strong reputation among its customers and consumers over the years, it has also built solid relationships with a host of high-profile global suppliers, providing the ability to secure big-name express parcel delivery services on low-cost parcels.In addition to its market leading position as a provider of transactional software solutions, P2G is the UK’s biggest parcel comparison website, where SME's & consumers can compare parcel prices and all postal rates from the most reliable parcel couriers.

Leavesden

The role partners with the Sales organisation & Service Operations team, to co-ordinate the development, effective implementation and continual enhancements of agreed business plan/strategy to maximise solid returns and longevity of all Client contractual relationships.

London, United Kingdom

An interim role to develop and integrate an Account Management team with a Customer Services team whilst implementing a robust sales process.Key objectives (six months)- Manage & develop the customer experience and interaction with the Customer Services team- Ensure quality and frequency of client communication- Oversee a programme of continual improvement- Ensure team structure that is set to deliver maximum productivity cost efficiencies whilst improving client experience

Iver

Reporting into the Sales Director responsible for the implementation of a new Regional Sales Team. Direct responsibility for Field Account Management, New Name Sales & Telephone Account Management with a P&L responsibility of £28 million.• Implemented a Regional Sales & Account Management structure including the recruitment and successfully set up of a new Telephone Account Team within a three month period.• Standardised the Sales Cycle within the region, prospecting through to implementation achieving better focus and results. Year on Year growth in region of £1m.• Internal Group project to design, present and gain sign off for companywide Pipeline report & ADP (Account Development Plan). The current pipeline value of £11m and committed FY13/14 business value of £3m.• Turned under - performing sales team round to achieve Year1 New Name Business – 110% above target.

Reporting to the CEO UK & Ireland with direct responsibility of Sales, Marketing, Customer Engagement and Supply Chain improvement within a niche £45m per annum business. A proactive member of the UK DHL Business Development Collaboration Board successful in focusing each business on the targeted vertical & regional markets. • Established the Same Day Express Commercial culture through formulation of company-wide policies, training programs & Sales procedures designed to meet the markets growing demand for efficiencies.• New name Sales improvement year-on-year (2008- to 2011) by 10% through a focus on internal collaboration and brand service awareness. • Managed the niche Same Day International function to grow from £1m revenue to 2010 £3m revenue.• Part of the management team that led the restructuring of the Same Day business in 2008 resulting in the business achieving 2009 budget, new name Sales & EBIT targets.• Recruited 18 new name Sales personnel within a three month period that aligned itself to the 2011 strategy.• Initiated & managed implementation of fundamental business processes including customer engagement models, new bid & pipeline management plus Yield improvement programmes. • Key client management responsibility includes, RIM, HP, NCR, CISCO, Unisys & Lloyds Banking Group, combined business value of £20m.

Reporting directly into the UK Commercial Director with key responsibilities to manage growth & customer satisfaction through a team of Business Managers covering a broad range of UK based clients in the Aerospace & Financial Services Sector. Portfolio of accounts equate to a revenue stream of £33m per annum.Clients included: CAA (Civil Aviation Authority), NATS (National Air Traffic Services), Northern Rock, Unipart & Lloyds TSB.• Led team to increase business growth (revenue & margin) in year one after Sector had two successive loss making years.• Working in a collaborative manner with the UK Board of CAA & the Steria senior management to successfully co-ordinated a six-month service improvement programme ensuring contract continuity. • Increased pipeline of sales by 10% through managing strategic objectives & focused deliverables for the sales community.• Initiated & managed new finance process to ensure accurate forecasting for all sector P&L managers.• Part of the management team who migrated to an industrialised model of delivery resulting in better utilisation of staff across the business.• Management of Application development (Inc SAP), System Integration, Desk Top Service & total IT Outsource Service teams.

Hewlett Packard (Purchased Synstar UK) - Key Account Director – Fujitsu Oct 2002 - March 2006:Responsibility for a Pan European Logistics contract worth £35m per annum. Key objectives for contract performance, supply chain management, service improvement & customer satisfaction. Profit & loss responsibility with direct reporting line to the Operations Board. • Having been asked by Fujitsu to review their whole Logistics process, this resulted in Synstar winning the business which at the time was not a core product.• Active management of contractual issues ensuring customer satisfaction & realising opportunities resulting to increased contract profitability.• Successful service improvement initiatives implemented to ensure service levels/contracted targets (overall SLA of 98%) consistently met whilst optimising cost/service balance.• Targeted with identifying ‘best in class’ practices in the area of Account Management. Developed and implemented strategy by working closely with training providers and staff at all levels.• Created comprehensive account plans that are reviewed by Board of Directors & senior Management.

Responsible for Pan European Logistics Services including Warehousing, Distribution, Procurement, Warranty Management and Helpdesk.• Formed and developed a Pan European Logistics Helpdesk that takes queries from throughout the company. Team consisted of six Logistics Co-Ordinators.• Considerably increase productivity through the warranty call centre by redesigning the service throughout the company to give added benefit to our customers, engineers and staff.• Maintain contractual customer requirements through the use of Best of Breed criteria such as Performance measurements, Vendor rating and Market benchmarking. • Developed alternative on-line Logistics solutions for the Company. These included a new innovative company stock retrieval procedures and an advanced on line courier and strategic stock system.• Continual control and reduction on UK overhead budget of over £3 million and indirect budgetary control of £4 million.