Recruited to build on early success and take this fledging business to the next level. A general management position with a sales and marketing dominance this role is having a great effect in broadening my skill set and allowing me to develop the business from all angles. A forward thinking company is allowing my entrepreneurial side to flourish with the launch of new products and coincidental marketing campaigns.

During my time at Yodel I took control of 3 seperate sites of varying sizes.Starting at Ipswich I took an unstable team out of a difficult peak and turned it into a high performing site with great service, achieving significant cost savings in the process. I was asked to take a similar challenge in Romford in July 2011 with equally successful results. A team that lacked leadership was turned into a high performing unit exceeding cost and service KPI's daily at a time of great change as I shifted the model from majority employed drivers to 100% self employed. Successfully closed the Romford site during a dual role that saw me take on the Chelmsford depot in January 2012. Romford closed and moved to a new unit in Chelmsford with no service impact. Romford has now been closed completely and integrated with the existing Chelmsford site.

Lead a team employed staff and owner drivers to achieve stringent targets around the City Link Wheel of Success (Service, Cash, Costs & Productivity, People and ultimately Customers)Built relationships with and personally maintain all clients with a spend level in excess of £1000 per weekWas part of the senior management team that facilitated the turn around of a business forecasted to lose c£80m to achieve a year end loss of £43m in 2008 further improving to a £5m loss in 2009.Reduced 2008 distribution costs in my own site by 33.86% from P6 to P11 whilst achieving and maintaining service levels in excess of 99% company target.Reduced 90 day debt from 17.6% to 2.32% 2008 (further reduced to 0% at 2009 year end)Reduced 60 day debt from 54% to 11.9% 2008 further reduced to 0.75% at 2009 year end)Increased operational efficiency by reducing routes and increasing productivity from 50 to 75+Turned the Edmonton site from a £200k loss in 2008 to break even in 2009. 2010 forecast was for a £450k profit at time of leaving.Successfully led 2 phases of integration of former ‘Target Express’ and ‘City Link’ networks into one site in 2010 whilst maintaining service excellence and cost controlReduced sickness absence significantly from 9 days per employee in 2008 to 3 days in 2009 and have maintained this through 2010.Revenue growth from £2.2m (2008 & 2009) to a forecasted £3.2m in 2010

Stabilised poor performing site with regards to service and profitability whilst increasing moral and staff confidence.Restructured management team and right size depot to achieve required improvements.Managed £2m cost budget in line with regional requirementsDrove improvements in all audited areas (H&S, Operational Compliance, Transport, Security, Mail)Devised and successfully implemented a 3 stage plan to achieve operational compliance, service excellence and achieve profitability culminating in 2 months achieving operating profit prior to my departureManaged huge cultural change through relationship development and management restructure resulting in improved first time delivery exceeding 96% (from 88%) and audit scores exceeding 85% (from below 50%) in operational compliance, H&S, security and transport.

Promoted to role of depot manager following the voluntary retirement of the franchiseeResponsible for all operational performance and costManaged cultural change from franchise to corporate site.Maintained previously excellent service performance whilst driving the message of corporate compliance amongst the teamAchieved promotion to General Manager