Responsibilities• Facilitated a culture of change a people – process focus to align the companies short- & long-term plans. • Identify opportunities for improvement.• Challenge the status quo and collaborate with multiple stakeholders.• Reviewing existing processes within the business - understanding the reasons why things are currently done.• Identify opportunities to improve current practices using lean process review tools to introduce greater efficiencies in the business processes.• Development and delivery of training programs across the business in relation to problem solving and waste awareness.• Kaizen and 5s training / awareness.• Project lead.• HR compliance.• Health & Safety.• Coaching.• Mental Health.Highlights.• Stores reduced from nine to three, all stock fully accounted for and reduction in purchasing cost.• Stock take is reduced from 10 days to 2 days.• H&S implementation and enforcement, reduction in accidents and overall wellbeing of staff.• Mental health awareness for all staff along with training events. • Gemba Kaizen implantation and 5s awareness, flow, and workshop layout, resulting in 25% additional capacity. • Gemba Kaizen implantation of offices allowing for better flow and communication, along with an overall better environment.• Reduction in staff with an improvement in productivity, resulting in steady workforce and vehicles being delivered on time for the first time in 20 years.• Efficiency improvement by 13%• Implantation of time and attendance system, resulting in 80% improvement on attendance and time keeping.• Restructuring of responsibilities and positions, to allow ownership and accountability.

• Full operation control for the UK• Grow sales within the HGV market.• Lead a team of seven managers and call center.• Develop a strategy for more efficient operation.• Better collaboration between cars and Specials.• Reduce cost to serve.• Improve KPIs.• Grow margin.• Eventually help lead the project to merge specials into the main core operations.Highlights.• Improved on all KPIs• Reduce cost to serve and improve productivity.• Improved contribution by 16%.• Restructured the operation.• Gemba Kaizen awareness and implementation.• Reviewed all nonprofitable accounts and took actions.Better collaboration between departments and main core operations

• Operations. Main responsibility to develop the six branches and branch managers and ensure all target are achieved.• Supply chain. Main responsibility to bring Laddaw and Ops closer together and to develop collaboration between them. Develop a sales plan with the manager to increase sales.• Autoglass Sales / Broker relationships. Main responsibility was to develop a relationship with local insurance partners and Brokers to help increase sales.Highlights• Closed all branches and went fully mobile and continued to achieve KPIs.• Source and set up mini branches for staff to collect and fit glass in wet weather. • Increase sales and contribution.• 2014 sales vs 2018 sales, 36% growth.• Stabilizing and developing Laddaw Belfast and its staff.• Exceeding sales at Laddaw by 20% and contributions by 8% in 2018.• Increase of sales via brokers and developing relationships with our insurance partners.• Developed a way to measure consumables costs after FOM and through this measurement the company saved £990,000 on the P&L that year.• Gemba Kaizen, supporting various sites across the UK for Laddaw and operations

• Grow sales• Key account management. • Develop relationships with customers and grow sales.• Work closely with Regional Manager.• Work closely with Branch Managers.Worked very closely with the supply chain managers to develop a sales stagey and implement and improve sales

• Restructure Dublin branch • Improve service to Autoglass® and develop a working relationship between operations and supply chain. • Grow wholesale business • Reduce costs and improve efficiencyHighlightsThis was a massive challenge for me as the branch in Dublin was very poorly run for many years. It was not providing an adequate service to Autoglass®. Also, the wholesale customers had very low expectations of our service, which reflected in our sales.Within one year we had managed to turn this completely around. The service to Autoglass® was at its highest and we managed to reduce their outside purchases from €300,000 pa to €4,000 for the full year. We also reduced the running cost by over €100,000 and at the same time improve the service.On the back of all these improvements we increased Laddaw® Sales by 90%. This was done by great service and quality sales visits.

• Provide outstanding service to Autoglass® • Develop relationship with wholesale customers • Grow wholesale business.

• Improve KPIs within fitting business• NPS• Productivity • Repair • Improve branch appearance.• Coach and bus / Specials• Wholesale / supply chain

• Implement process and procedures • Restructure business model• Move business to new site 60,000 square feet• Reduce costs and improve efficiency.• Implement new Computer system.