I set up DJD Logistics and Operations Consulting Ltd, to provide clients across diverse sectors with operational, logistics and management support on an interim basis. Key projects include:Providing consultancy to a client in areas including logistics, planning and operational activities, including contributing towards the development of workshops and final solutions as part of a bid process.

Service Delivery Leader I was promoted to Service Delivery Leader to oversee the day to day operations of the business, with ownership for managing and controlling a £227m, and leading 5929 frontline staff and 230 managers / administrative staff across multi-disciplinary teams, including 10 direct reports. I also worked with business units to embed and execute service delivery strategies and initiatives, with a focus on continuous improvement and performance. Most notably, I developed… Show more Service Delivery Leader I was promoted to Service Delivery Leader to oversee the day to day operations of the business, with ownership for managing and controlling a £227m, and leading 5929 frontline staff and 230 managers / administrative staff across multi-disciplinary teams, including 10 direct reports. I also worked with business units to embed and execute service delivery strategies and initiatives, with a focus on continuous improvement and performance. Most notably, I developed and deployed the National Strategy for the company, which involved driving improvements across 18 business units to improve customer experience and quality. Show less

National Head of Special Events, Assets & ContainersDuring this period, I reported to the Logistics Director, with ownership for leading and coordinating the end-to-end operational planning of key national, regional and local special events and containers design and control, ensuring operational non-machinery assets were in place whilst driving cost savings. I managed a £49m operating budget, led a cross-functional team of 30 Managers, created a 3-year talent management strategy and… Show more National Head of Special Events, Assets & ContainersDuring this period, I reported to the Logistics Director, with ownership for leading and coordinating the end-to-end operational planning of key national, regional and local special events and containers design and control, ensuring operational non-machinery assets were in place whilst driving cost savings. I managed a £49m operating budget, led a cross-functional team of 30 Managers, created a 3-year talent management strategy and plan with the HR Business Partner to drive talent in the logistics function, and oversaw the challenge process to ensure propriety and suitability of regional non-staff budget spends. In addition, I chaired the National Uniform Steering Group, with ownership for driving strategic direction and improving the design and quality of the uniform. Most notably, I was instrumental in reducing York purchase from £60k to £10k by managing the control of York containers through stakeholder and procurement negotiations and overseeing existing stock with increased York movements, which delivered c.£10m in company savings without impacting the business. I led the Christmas Operations strategy to secure £5m in additional funding and a 3% YoY improvement in delivery and quality, and also negotiated the national Christmas Agreement with PEC members on an annual basis, leading to a reduction in Schedule Attendance Payments by 8% nationally, and creation of an agreement to deploy employees into PM deliveries in 85% of delivery areas. In addition, I managed a snap General Election in March 2018, which led to 99% delivery compliance of candidate mail and revenue generation of £32m, delivered a YoY reduction in spends by £1m and reduced cost per person by c.£200 with a reduction of RTC with ops volumes of 95%. Show less

I was appointed as Plant Manager for the Tyneside operation, to manage and drive achievement of customer, performance and financial targets. I reported to the Processing and Collections Director, with ownership for managing an operating budget of £24.4m and a team of 42 managers and 743 staff. During this period, I was instrumental in improving plant customer service which led to Same Day of 99.98%, Tracked 24 of 99% and Tracked 48 of 98.9%, ensuring achievement of posted and delivered targets… Show more I was appointed as Plant Manager for the Tyneside operation, to manage and drive achievement of customer, performance and financial targets. I reported to the Processing and Collections Director, with ownership for managing an operating budget of £24.4m and a team of 42 managers and 743 staff. During this period, I was instrumental in improving plant customer service which led to Same Day of 99.98%, Tracked 24 of 99% and Tracked 48 of 98.9%, ensuring achievement of posted and delivered targets for 2015/2016. I also delivered a 12% YoY improvement in operating costs for the plan by deploying projects, executing a continuous improvement performance programme and running workshops with staff to drive efficiency. Most notably, I developed and introduced a robust WCM methodology to manage safety within the plan which was delivered to safety reps, managers and staff, (63% of front line staff were involved in safety activities), with the aim of achieving a zero-accident culture. I also delivered a 75% improvement in RTCs over a 2-year period by deploying a continued improvement approach to reduce RTCs, reviewing historical collisions and embedding a proactive approach. Furthermore, I was instrumental in developing a 2-year people plan to drive accountability and ownership across the plant, which led to scorecard improvements to deliver engagement index score of 63% (up 9% in 2-years). Show less

During this period, I reported to the Process Director, with accountability for managing an operating budget of £23.6m and leading, mentoring and coordinating a team of 54 managers and 680 staff. My remit involved supporting the set-up of the plant and overseeing the deployment of WCM as a phase 4 site, including migrating 3 different plant cultures into a centralised plant with automated technologies. I successfully delivered a £570k cost reduction in 12 months by aligning plant business plan… Show more During this period, I reported to the Process Director, with accountability for managing an operating budget of £23.6m and leading, mentoring and coordinating a team of 54 managers and 680 staff. My remit involved supporting the set-up of the plant and overseeing the deployment of WCM as a phase 4 site, including migrating 3 different plant cultures into a centralised plant with automated technologies. I successfully delivered a £570k cost reduction in 12 months by aligning plant business plan and budget, which enhanced financial tracking and benefits realisation, and facilitated an 8.2% YoY gross hours improvement. In addition, I led the deployment of a full management recruitment process to appoint new talent across the plant, which led to a significant restructure and improvement in performance.Most notably, I delivered a 70% improvement in Lost Time Accidents, reduced quality loss in the FSM from 4.7% to 1.7% by working with the central team and plant team, and improved AU% through automating forums and monitoring performance, which led to achievement of 82% DPS which led to a shorter working week and second employment payments. I played a key role in improving safety, financial performance and IPGH by 10 points by developing a plant engagement plan to support development of WAMs linked to WCM principles, and supporting frontline managers through the change curve created by plant consolidation. I also developed and implemented a robust plan to bring large letter mail into the site and consolidated all such items from the NW region. Show less