Social Sports Betting app funded by several parties, including the leAD Sports Accelerator owned by the Adi Dassler family. My role includes: Being the link between the Chairman & board, and the day to day business running; Drawing up and implementing Structure, policies and Procedures to support the business’ transition from a start-up to a growth firm; Responsibility for managing annual budget; Cash flow; All HR processes; Commercial negotiations; Communicating business updates to the… Show more Social Sports Betting app funded by several parties, including the leAD Sports Accelerator owned by the Adi Dassler family. My role includes: Being the link between the Chairman & board, and the day to day business running; Drawing up and implementing Structure, policies and Procedures to support the business’ transition from a start-up to a growth firm; Responsibility for managing annual budget; Cash flow; All HR processes; Commercial negotiations; Communicating business updates to the Chairman and preparing reports for the board; With the MD and Founder, setting direction for the business; Collaborating on a project for a major US Broadcaster; Product Development; Being aware of changes in UK Gambling Commission Legislation and conveying this to the relevant individuals. Show less

Leading UK Owned Hot Tub Manufacturer. From an empty unit shell I worked with contractors to draw up plans for a showroom and warehouse, before managing the fit out project through to a successful opening. Recruited all colleagues for the site and devised budgets with the Group Financial Controller. Responsible for all elements of my site including Sales, H&S, Marketing and Logistics. Following the departure of the previous Group Customer Service leadership team, I was asked to re-build the… Show more Leading UK Owned Hot Tub Manufacturer. From an empty unit shell I worked with contractors to draw up plans for a showroom and warehouse, before managing the fit out project through to a successful opening. Recruited all colleagues for the site and devised budgets with the Group Financial Controller. Responsible for all elements of my site including Sales, H&S, Marketing and Logistics. Following the departure of the previous Group Customer Service leadership team, I was asked to re-build the department from scratch, including a new team, new processes and new ways of working. By prioritising first time resolutions and facilitating collaboration between Customer Service and other departments, the average number of customers in the call queue decreased from 25 to two. Show less

Following the successful winding up of the Team 8 Digital, I retained my previous responsibilities and roles for STS Commercial and Coin Clear.

Transition into running the new business I have been setting up with the Directors of Team 8 Digital, as well as formalising my position as the General Manager of STS Commercial, another business in our group. My responsibilities are the same as they were for Team 8 Digital, now across all three businesses.From September to November I was responsible for winding up Team 8 Digital at a profit for the Directors. I successfully delivered this whilst exceeding their financial… Show more Transition into running the new business I have been setting up with the Directors of Team 8 Digital, as well as formalising my position as the General Manager of STS Commercial, another business in our group. My responsibilities are the same as they were for Team 8 Digital, now across all three businesses.From September to November I was responsible for winding up Team 8 Digital at a profit for the Directors. I successfully delivered this whilst exceeding their financial objective by 10%, through bringing in highly profitable, short term work during this time. Show less

A new job title to formalise my promotion to a new role, which took place in December 2018. In addition to my previous responsibilities I was also accountable for:- People Management- Revenue- Costs- P&L- Company Strategy- Creation of a new business including writing a business proposal for investor funding- Investor Meetings- Fire, Health & Safety- Legal & Compliance

My role was primarily based around developing and implementing our growth strategy, whilst developing sustainable relationships with clients and key partners. It also included:- Product Development Management- Marketing Strategy- All Marketing activities- Networking- Relationship Management- Client onboarding- People Management- Recruitment- Day to day operational management- Supporting the Directors with their other businesses- Leveraging our move to… Show more My role was primarily based around developing and implementing our growth strategy, whilst developing sustainable relationships with clients and key partners. It also included:- Product Development Management- Marketing Strategy- All Marketing activities- Networking- Relationship Management- Client onboarding- People Management- Recruitment- Day to day operational management- Supporting the Directors with their other businesses- Leveraging our move to a new Office Show less

Key Accomplishments:o Exceeded 2016 incremental sales target by 29% and the 2017 target by 17% through relationship building with key store contacts, a targeted approach to store visits based on promotional activity, and gaining store agreement to get after key promotionso Runner-up for SOT colleague of the year – as voted for by colleagues in 2014o Identified and reported in 2014 far greater issues with milk deliveries than previously thought - the resulting work led to it becoming… Show more Key Accomplishments:o Exceeded 2016 incremental sales target by 29% and the 2017 target by 17% through relationship building with key store contacts, a targeted approach to store visits based on promotional activity, and gaining store agreement to get after key promotionso Runner-up for SOT colleague of the year – as voted for by colleagues in 2014o Identified and reported in 2014 far greater issues with milk deliveries than previously thought - the resulting work led to it becoming one of Arla’s 7 essentials for 2016, to retain business and win new tendersThe role:The largest supplier of both butter and spreads and cheese in the UK including Cravendale, Anchor, Lurpak and Castello, with UK revenues in excess of £2bn. Role acted as a link between the Sales Optimisation Team (SOT) and the Arla Brand teams, filtering information and requests in both directions, as well as setting brand-based tasks for fellow RSOEs, be that supporting NPD launches or gathering competitor intelligence.• Member of the 5-person strategic team for the SOT, setting direction for the team as well as researching and creating a business proposal for the future of field sales for Arla UK as a whole• Focus on optimising sales in 80 stores, creating tailored relationships with each store to drive increases in shelf availability, promotional space and stock orders, as well as ensuring promotional compliance• Tactical work such as intelligence gathering, supporting NPD launches and managing technical requests Show less

Key Accomplishments:o In 2013/14 store costs came in at 1.5% under plan whilst store sales were 3.5% ahead of plan through clear delegation of accountability as well as improving processes and engaging key stakeholders o Achieved consistently high Unannounced Trading Safely & Legally (TSL) audit scores, including 99%, the highest score in the region’s history – drove the agenda which raised the regional average audit score from 91.3% to 94.1% in 9 months through coaching of managers as… Show more Key Accomplishments:o In 2013/14 store costs came in at 1.5% under plan whilst store sales were 3.5% ahead of plan through clear delegation of accountability as well as improving processes and engaging key stakeholders o Achieved consistently high Unannounced Trading Safely & Legally (TSL) audit scores, including 99%, the highest score in the region’s history – drove the agenda which raised the regional average audit score from 91.3% to 94.1% in 9 months through coaching of managers as well as conducting mock auditso Successfully developed six staff across a range of positions The role:British FTSE 100 multinational retailer with £6bn group revenues per annum. Member of the senior store management team with responsibilities incorporating duty management of the store whilst managing two Section Managers and their thirty direct reports, including development and performance management.• Managed the costs of the store including staffing and energy with a budget of £3.5m• Successful development, implementation and review of Service Level Agreements• Set, drove and monitored key performance indicators (e.g. sales, service, standards, costs and people)• Delivered high sales floor standards at all times through support from the store operations team, derived from an extremely close working relationship with the Foods Commercial Manager.• Member of the team charged with developing and implementing a programme to decommission Binstock (antiquated stock storage and movement IT system) from across the supply chain which saved the business £2m a year through reduced stock handling fees.• Effective performance management of one Section Manager and two Section Co-ordinators• Dealt with customer queries and complaints• Ensured the store’s total compliance with fire, health and safety and legal regulations• Facilities management of the entire store including stock deliveries, staff catering, bureau de change, third party contractors and admin staff Show less

Key Accomplishment:o Integral role in a 10% increase in total service score as well as increases in 75% of individualsThe role:British mobile phone retailer with over 2,400 stores across Europe. Role undertaken alongside studies. Responsible for managing the store’s service score, coaching individuals to improve performance. • Served customers, exploring their needs to determine the most appropriate mobile phone and internet service for them, and up-sold value-adding… Show more Key Accomplishment:o Integral role in a 10% increase in total service score as well as increases in 75% of individualsThe role:British mobile phone retailer with over 2,400 stores across Europe. Role undertaken alongside studies. Responsible for managing the store’s service score, coaching individuals to improve performance. • Served customers, exploring their needs to determine the most appropriate mobile phone and internet service for them, and up-sold value-adding products such as insurance. Show less

Performed similar duties to those undertaken in the first year of the Graduate Scheme (2010), predominantly at a section manager level. Worked closely with Head Office regarding the ‘Back to College’ promotion. • Managed the home department, spearheading an aggressive approach to promotions and events, achieving 7% increase in sales for the year• Invited to return to M&S upon graduation

At both branches I operated checkouts and acted as a team leader. My responsibilities included: constructing rotas; authorising the sale of alcohol on behalf of underage staff; resolving technical difficulties with equipment; closely managing twenty staff; dealing directly with customer service issues; operating a checkout when required. During my employment at Waitrose I was elected as a committee member to represent my colleagues in branch discussions.