Dan Cameron Email and Phone Number

In my previous roles where the pressure to deliver was constant and the teams I worked with were always being pushed for more, we were always a target for development and training companies. Gazing Perfomance Sysytems were the only company I worked with who genuinely made a difference to what mattered to my business - helping the team develop their skills under pressure, supporting customers real needs and improving the bottom line. How much do I believe their approach works? I… Show more In my previous roles where the pressure to deliver was constant and the teams I worked with were always being pushed for more, we were always a target for development and training companies. Gazing Perfomance Sysytems were the only company I worked with who genuinely made a difference to what mattered to my business - helping the team develop their skills under pressure, supporting customers real needs and improving the bottom line. How much do I believe their approach works? I stopped being a customer and became a partner. Show less

This main board role included responsibility for all UK sales growth in Corporate sector. Additionally, I was also managing the Production Print business and the Strategic Partner Program to develop joint-partnership agreements with the largest BPO Organisations.Highlights:1. Grew 22% Year on Year in mature market2. Primarily achieved through trebling New Business wins3. Achieved No.1 in MPS Corporate market share

Managing Director for Scotland and Ireland – including the Republic of Ireland.Responsibilities: Sales, Service, Logistics, Administration, Finance, Cash Collection, Call Centre, Warehouse, Acquisition and Franchise operations. Highlights:1. Successful merge and restructure of multiple independent business's2. Both Regions turned into significant profit centres for the groupThe business's in both countries had grown by acquisition. It meant while there was significant… Show more Managing Director for Scotland and Ireland – including the Republic of Ireland.Responsibilities: Sales, Service, Logistics, Administration, Finance, Cash Collection, Call Centre, Warehouse, Acquisition and Franchise operations. Highlights:1. Successful merge and restructure of multiple independent business's2. Both Regions turned into significant profit centres for the groupThe business's in both countries had grown by acquisition. It meant while there was significant talent in the business the overall structure was disjointed and made up of various silo's. This needed to change quickly if we were to grow organically. The restructuring turned both regions into significant profit centres for the Group. Show less

In 2003 Konica and Minolta merged globally into an $11Bn business.I was appointed to the main UK board as Sales Director for all direct business verticals. The prime objective was to profitably drive market share, specifically in the colour print sector.Highlights: 1. Colour market share grew from 7% to 39%. Achieving No.1 market position2. Overall revenues grew from £99m to £166m3. Sales team 150+Being involved in merging and restructuring two different business's… Show more In 2003 Konica and Minolta merged globally into an $11Bn business.I was appointed to the main UK board as Sales Director for all direct business verticals. The prime objective was to profitably drive market share, specifically in the colour print sector.Highlights: 1. Colour market share grew from 7% to 39%. Achieving No.1 market position2. Overall revenues grew from £99m to £166m3. Sales team 150+Being involved in merging and restructuring two different business's of this scale was challenging. It re-enforced the importance of a clear plan aligned to the vision of the company and for each of the teams to understand fully their roles within this. Show less

The teams success in Scotland meant an expansion for my role to cover all key sales verticals from M62 corridor and above, including; Commercial SME, Public Sector and Corporate & Enterprise.Managing multiple locations over a large geography meant managing the majority of the business remotely. Alignment of our objectives was paramount. I placed high importance on the selection and development of the managers in the regions. Clear, effective communication of the growth plan and more… Show more The teams success in Scotland meant an expansion for my role to cover all key sales verticals from M62 corridor and above, including; Commercial SME, Public Sector and Corporate & Enterprise.Managing multiple locations over a large geography meant managing the majority of the business remotely. Alignment of our objectives was paramount. I placed high importance on the selection and development of the managers in the regions. Clear, effective communication of the growth plan and more importantly our strategy to achieve this across the group was essential. Show less

Responsible for all aspects of the business, including, sales, service, distribution, warehouse, call centre, administration, finance including cash collection and HR.Highlights:1. New business Start Up. 2. Grew from 0 to 7,000 customers in 8 years3. Started as New Business sales person through to General Manager

This was a new business start up in Scotland. Starting with zero customers meant every deal had to be won with a compelling solution that gave the customer the confidence to commit to moving their print infrastructure away from their existing supplier As the manager I focussed on high energy, commitment and professionalism from everyone in the team as every day was a new business day. It is to the teams credit that we built build a customer base of over 7,000 customers.