In this role I was responsible for leading a team of 10 National & Regional Key Account Managers throughout the UK. Accountable for ADEY’s contract and specification led business across the social housing, new build, ECO, and able-to-pay sub sectors. Acting as a senior point of contact for Director and Exec level stakeholders amid the key customer base. Shaping and executing the sales strategy via the sales team in line with budgeted expectations in order to maximise profitable growth opportunities and value creation. Liaising with the UK&I Sales Director and fellow members of the residential sales leadership team. Identifying and analysing market trends along with macroeconomic factors associated with current performance and future outlook. Structuring CRM governance in relation to pipeline management and sales resource planning. A further responsibility of this role was to lead the sales strategy in Ireland via an appointed sales agent, negotiating commercial terms agreements with merchant and distribution partners to deliver profitable growth and increase market penetration.

In this role, I was responsible for directing 10 direct and 10 indirect reports, including Heads of Internal Sales, Group Sales Operations Manager, Area & Regional Sales Managers and respective teams across a multi-site environment. One of the major tasks was to execute sales strategy to meet the company's growth objectives. I applied a multi-disciplinary approach to create new market competitive products, analyse market intelligence, and approve business cases. Another sub-role I performed was a Senior Point of Contact amid key customers and Director level stakeholders to make sure a harmonised workflow and service levels were optimised. I liaised with Joint Managing Directors to assess ongoing sales progress. Implementing a CRM system and appraising performance by monitoring objective KPI's.

Whilst operating independently of each other, the Octabuild companies share common attributes. They all:have a solid manufacturing base in Irelandoperate to the highest technical and management quality standardsare market leaders in their business sectorsuse builders merchants as their primary sales route to the end-userPartnership and consultation have always been a feature of Octabuild’s relationship with the trade and this ongoing engagement has ensured a successful 30+ year partnership with builders merchants across the island of Ireland.

My aptitude towards learning new productive things enabled me to acquire extensive field knowledge within this role. Here I was accountable for driving positive change in line with GB & Ireland sales and marketing plan. I focused on appropriate allocation of resources in accordance with business objectives. I also served as a Project Manager with sole responsibility for delivering business training and streamlining trade functions. I was involved in supervising a team of five cross-departmental employees whilst transforming VELUX's training effort via creation of innovative e-Learning content and face-to-face practical product support involving Merchant, Installer, and Architect stakeholders.Below are some key contributions from this position:• Improved market share by 2% within two years; gained 70% market share in Great Britain and Ireland.• Organised NMBS Buying Group account valued at £90M per annum, representing majority share of business VELUX transacts within independent buying group entities such as FORTIS, NBG, H&B, and CBA.• Led a team of 9 multi-functional sales managers with an annual sales budget of £80M.• Enabled business to emerge in leading market by selling products via multiple channels and cultivating relations with key stakeholders, including general builders, roofing merchants, e-tailers, national and regional house builders, roofing contractors, timber frame manufacturers, and architects.• Streamlined company operations under a matrix organisational; spearheaded various cross-functional projects to obtain positive change and continuous improvement across numerous markets throughout Europe.• Designed and implemented an efficient framework in support of project pipeline managed to meet customer expectations and optimise win rate.• Restructured two major areas i.e., new product development and commercial trading policy by adopting company best practices and approved procedures.

During this tenure, I managed a high-performing team of five area sales managers as well as administered a sales budget of £65M per annum and reported to the UK Sales Director. My unique people engagement expertise empowered me to cultivate trusted relationships with independent buying groups and co-operatives, including Sales Director. • I have gained strong results through top-line sales growth YOY and accomplished regional trading profit in line with business KPI's.

It was another great opportunity for me to accelerate my career growth. I collaborated with independent buying group entities which demonstrated collective annual turnover of £38.5M in 2012. I successfully met and surpassed turnover targets by devising and implementing a robust strategy which led to enhance BCG's presence and share of wallet within each group. I fostered and fortified enduring business relationships with the most influential independent plumbers' merchants and established a large customer network throughout the UK mainland and Northern Ireland.Here is the major achievement from this role:• Negotiated annual and bi-annual agreements with UK - FORTIS, PHG, CBA, NBG, and H&B.

Managing the Southern Region during three years Area Sales Manager, varying geographic remit during tenure, stretching between Birmingham down to Cornwall and the Kent Coast.Grew what was already a performing area when inherited into being the company's largest area by turnover and revenue, this was in spite of the company being forced in to reducing the delivery frequency from five days per week down to three across large swathes of the region during the height of recession.Integration and transformational change including the closure and relocation of two distribution centres; the rebranding of the business from Broughton Crangrove / Galley Matrix to BCG and the integration of Wolseley acquisition Unifix / APT which included the training and mentoring a number internal and external sales personnel.