Site lead for the main UK distribution and fulfilment center. Servicing multi channels (wholesale, retail, concessions and e-comm) from a 630,000 sq. ft. semi automated site. Responsible for circa 500 colleagues at peak. Multiple unionised environment.

Site lead for the Screwfix omni-channel operation, 1m sq. ft site, employing over 1,000 colleagues. Main focus and responsibilities include supporting the client’s future growth strategy by identifying and implementing large scale development and CI initiatives, predominantly automation solutions supporting and optimising current systems. Mobilising a fully engaged and passionate leadership team – defining the site culture.

Leading the ‘Functional Design’ of the largest automation project in the UK going live in 2020.Creating a purpose-built fulfilment facility to support the future growth of the business. From early conceptual research of capabilities and solutions provided by industry leading automation providers, to a detailed design and installation programme. • WMS functional design specification (FDS) to support the automation and building design – from initial design to witness test and implementation. (Lead)• Design team steering group (Contributor – Project Team)• Building and plot layout team (Contributor – Project Team)• Host Interface Spec (FDS Team Lead)• RFP and RFQ for Automation and Manual Handling Equipment (Lead and Support)

Responsible for a number of diverse departments across the distribution sector of the business with the main objective to support operational development and drive efficiencies, whilst controlling cost centres and maximising revenue opportunities. Departmental responsibilities include, Inventory Management across two main DC’s, Multi-channel, and 3PL’s; Strategic product placement from direct import and UK / European suppliers; Store Support, servicing 420 stores across the UK and NI, Reverse Logistics, including backhaul (revenue generation), strategic returns programmes and DC operational Continuous Improvement programmes – executing identified solutions at an operational level. In an ever expanding and demanding sector, change management is crucial to this role. The key to my success to date has been the development and recognition of fully engaged teams and the implementation of efficient and robust processes.

Responsible for Inventory and Process management across the Pets at Home distribution network including units of distribution and goods not for resale. Created and project managed Continuous Improvement plans and implemented best practice across the distribution sector. Responsible for third party warehouse operational partners; extracting, re-scheduling and re-positioning volume to support the DC’s during key trading periods. Headed up testing and business readiness work-streams during the successful implementation of the new warehouse management system (JDA) into 2 Distribution Centres.

Overall managerial responsibility for stock control and asset management at the Stoke NDC and Northampton SDC.Key focus is to support and drive improvement of product availability to stores.

Maintaining product availability service levels to store(s) by monitoring stock levels and accuracy within the DC's. implementation of store centric initiatives such as store layout mirrored pick paths and loss prevention.

Managing the day to day operations of a 270,000sq. ft. multi- user, predominately closed book site. Driving change management within a heavily unionised environment. Improving cost management of historically problematic contracts to drive and sustain weekly RH+D margin improvements. Project management of challenging new client implementations to increase site profitability. Improvement of warehouse KPI performance from 97.2% to 98.5% YTD, through implementing best practice and developing colleague awareness. Communicated and demonstrated company wide initiatives such as ‘First Choice, ‘Effective Management’ and ‘Great Operations’

Managed the Warehouse and Transport operations within a 120,000sq. ft. multi-user environment. Responsible for 50 staff managed through FLM’s across a 24hr shift pattern. Ensured all current and up to date legislation was maintained including Health and Safety and Recruitment and Selection initiatives. Managed workflow and staffing levels on a daily basis through bespoke resource planning tools. Completed personal appraisals to identify training requirements and development areas. Implemented performance targets and reported operational results. Maintained MHE and vehicle servicing schedules. Ensured costs are kept to a minimum and within budgetary constraints. Assisted with securing and the implementation of new business and understood each specific customer’s unique operational requirements. Deputised for the General Manager.