Dave Morrison Email and Phone Number

Overall accountability for a 140,000 ft^2 DIY warehouse. Turnover in excess of £22M, staff head count of 180 and a management team of 10 direct reports.Key focus areas - controlling costs and delivering profit targets, health and safety, store operational standards, driving sales, customer service, team development and delivery of business KPIs.* Store has achieved the Top Service Provider for B&Q for the last 2 years consecutively. Measured by mystery shoppers and approximately 80 direct customer responses per month.* Improved customer spend conversion by +10% to >60% in 10 months, resulting in sales growth and improved customer loyalty. * Delivered the top staff satisfaction score in the warehouse format. >4.2 is classified as a world class result; 4.64 achieved.* Tradepoint sales >£4.8M, top participation in the North Division. Team were focused on forming relationships and upselling projects to our trade customers. * Reduced stockholding by £600K YOY without adversely affecting on shelf availability, resulting in additional cash for future investments. * Reduced security spend by £100K annually, with no adverse effects. * Staff productivity measured by £Sales per worked hour in top 5% for warehouse format.

The North East's largest format DIY warehouse - 150,000 ft^2.Annual turnover £25M, staff head count of 200.Destination store, largest Showroom display area and top sales in the North of England. Key objectives being: to stabilise the team due to previous high volume of management moves; to improve staff productivity and drive profitable sales; to deliver shrinkage result below budget.* Actioned Monthly Performance Reviews and 1/2 yearly Appraisals for full management team. Set the standard with recognition rewards when objectives or goals were exceeded. * Motivated and managed my team and my own workload effectively to meet targets, increase sales and improve productivity. * Delivered Shrinkage below budget and £72K improvement on previous year. * Highest Divisional Sales and Participation for Showrooms for trading year.

Wales' highest turnover DIY warehouse - 130,000 ft^2. Annual turnover £24M, staff head count of 190.Previous General Manager - long term sick. The store was being revamped and was trialing operating without a Nightcrew Replenishment Team. Key objectives being: to complete revamp on time and within budget; to lead the Nightcrew trial with no adverse effect to sales, standards and productivity; to motivate and direct the team on the Customer Service Journey; to give direction to the team and land the key priorities. * Revamp delivered on time and within budget. Post-revamp sales growth was +15% YOY. * Nightcrew Replenishment Trial achieved successfully, resulting in a saving of 18% versus previous staff costs. Benefits included improved customer service and productivity gains. * Store team focused on priorities, namely: growing sales, improving customer service, and delivering world class operational standards.

Operational function: to teach, direct and support the management teams in the Company Operational Standards; to develop best practice and processes for Ireland. Integral to the opening of 3 new stores.* Successfully opened 3 new stores and supported management in delivering sales targets, quality operational standards, and exceeding customer service expectations. * Managed the operational aspects of the Irish promotional activity.* Key areas being: Euro pricing, stock volume inputs, and the logistics involved in supplying Ireland.* Played an active role in making B&Q a success in a new country. Installed processes and directed the management teams on best practice. Mentored aspiring managers to ensure ongoing continuity overseas.

Overall accountability for store operations. Key objectives being: full revamp of internal and external store.Delivered within required timescales and within budgeted parameters. Post revamp, store sales improved by +20% YOY and increased head count by an extra 45 personnel.

B&Q's top turnover warehouse. Directly accountable for leading 360 personnel with a turnover of £36M.Objective: stabilise the management team, bring direction and customer service focus. Resolve issues, find solutions in dealing with constant high customer volumes and high sales turnover. * Shrinkage results were not acceptable. A key objective was to reduce store financial losses. Within 9 months, shrinkage was reduced from £15K to £7K weekly. This was achieved via staff training, improving processes, maximizing staff awareness, and encouraging team involvement.