• Full alignment of product categories and pricing structure to deliver Good, Better Best ranging within the retail environment. • Comparison shopping key brands to align store pricing to consumer expectations • Launched several new brands and ranges, culminating in a swing of -9% to 3% on accessories within 2 months, Dog treats 9%, Cat treats 32% • Playing a fundamental part in the rebrand of the retail estate from Kennelgate to Pets and Friends. This has seen the discontinuation of circa 13000 skus and the creation of circa 1000• Sole responsibility for the sourcing, ranging and retail price structure of circa 8000 products in 19 retail stores, using a decentralized delivery method where stock is delivered direct to store from an extensive supplier base.• Built strong working relationships across existing a supplier base, implementing service level agreements, creating joint business plans. Focused on renegotiating pricing via tendering, payment terms and provision of marketing material and fixtures and fittings • Key seasonal range selection (Christmas) for 2020 increased by 67% on value compared to 2019• Direct reporting into the Board with full ranging accountability.

• Ongoing product range analysis with a focus on stock turn and profitability• Identified new partners which enhanced our own brand label “Peppy Pets”• Project Lead with the aim of reducing lost sales, by working closely with internal teams and suppliers• Full accountability for identifying and delivering all key promotional sales drivers• Close liaison with all key pet brand owners to deliver promotional calendar against budgeted sales drivers• Category analysis and range build to meet business expectations• Margin growth of 3% achieved within a challenging price entry sector

• Negotiated enhanced trading terms with my key suppliers in order to support both our wholesale and retail operation.• Developed KPIs for suppliers after full evaluation of supplier performance, resulting in increased availability and service.• Work closely with suppliers to ensure profitable return on promotions and creating action plans to eliminate slow moving lines.• Managing the stock levels of +5500 SKUs whilst achieving over 98% availability.• Initiated weekly supplier days to train our in house tele sales on their products ranges and Unique Selling Points.• Identifying market and product trends via supplier networking, trade shows and our marketing and sales teams.• New product sampling and presentation to marketing and sales.• Updated full product portfolio, ensuring product data was accurate for implementation of SAP (MRP) 2018• Regular interaction with Warehouse Personnel to resolve product and stock queries. • Part of the Employee Forum, helping to enhance intercompany relationships.

European Stock Manager (Buyer)• Reduced overall domestic logistics costs by 37%, through negotiations with more cost effective partners.• Screened good distribution practice partners and increased from one to four.• Working at pace in the review of speculative product offers from suppliers.• Building and maintaining databases by country, showing product and retrospective license holders.• Doubled the number of re-packaging partners, which increased the range available for import and drove overall cost down.• Continual negotiating of prices, based on volume, batch size and an awareness of the current UK market prices.• Attending trade fairs, to identify new suppliers and new lines which can be sourced.• Employee award received in recognition of strong supplier management and positive supplier feedback.• Arranging logistics from Europe and within the UK, forward planning manpower in the receipt and dispatch of stock. • Health and Safety Representative for all office based staff.

• Initiated analysis on the stockholding of A1 lines, resulting in the reduction of minimum stock holding days from 21 to 18. This equated to a stock reduction of £515,000, enabling the company to reinvest in other product lines.• Recognized for consistent success in turning round underperforming categories.• Two years’ experience of managing both Electrical & Plumbing categories contributing to 44% of total company sales and comprising of +3500 SKUs.• Pioneered the move away from ordering by SKU to ordering by cubic metre, resulting in a significant reduction in overspill.• Establishing and maintaining relationships with our suppliers to ensure that the forecast and long term purchase requirements are as accurate as possible, through the use of historical sales data and other market intelligence.• Maintaining a forward view of all SKUs in order to resolve issues before they arise.• Utilising my store knowledge to provide a fresh perspective to problem solve. For example assisted the analyst in identifying Distribution Centre / Trade Counter misuse. • Share knowledge of Trade Counter working practices within the planning team and vice-versa to improve communication, stock availability and ultimately customer service.• Implemented a plumbing stock build for the past 3 seasons, to support our busiest period (40% of all sales within a 3 month season) and aid Wincanton, the logistics partner.• Working with buyers and commercial teams in the recommendation of discontinuing products.

• Progressed Leicester from being deemed underachieving to a top 3 store in the region, through setting high standards, staff development, customer relationship building and inventory accuracy.• Successfully implemented the Trade plus concept into Leicester which was running 9% above target, which was achieved through building successful relationships with the store’s key customers.• Nurtured, developed and progressed 4 shop floor staff to managerial level. • Re-laid each Midlands warehouse to improve efficiency when dealing with deliveries, picking times and customer satisfaction.