Proud to be a key business decision maker for one of the world’s largest most recognised brands, working for Apple is a privilege. As an Operations Expert, I have gained extensive product expertise, proactively driving ongoing communications with management and leadership teams and sharing data about products and parts with comprehensive product knowledge. I am proud to be in a position where I can collate customer feedback, consistently sharing insights regarding product usage to influence future decision-making. Key areas of responsibility:•​Problem-solving: Identifying and pre-empting potential operational issues and leading the action plan to achieve a prompt resolution with minimal disruption to business practices.•​Inventory: Working under specific timescales and often tight deadlines, to manage the inventory for parts, products, tools and supplies.•​Supportive leadership: Provided comprehensive support to my team, providing easy access to resources to meet task requirements and guiding skill acquisition.•​Contractor relations: As an influential negotiator and articulate communicator, managed high-level, third-party contractor relations to maintain the store’s operational efficiency.•​New store opening mentor: Whilst based at the Covent Garden Store, successfully supported the opening of Apple stores across multiple international sites, including Aix en Provence, Sweden, Brussels, Birmingham, Dubai, Liverpool, Sheffield, Blue-water, Barcelona and White City.•​New store launch: Played an integral role in the opening of one of Apple’s largest stores at the Dubai Mall in the Middle East. Positioned at this new store for 3 weeks, I took control of training the store’s operations team, ensuring the opening ran smoothly and the supporting filming of the HBO documentary about the new store accurately represented the Apple brand.

As a store manager, the success (or failure) of the store was always on my shoulders. This was a responsibility I did not take lightly. I was always driven to keep a close eye on market trends and the store’s response to driving business performance. With a strong focus on achieving revenue targets, I took control of the store’s profitability and cost control by maximising business opportunities yet minimising risk to ensure practices operated within budgetary parameters and fulfilled overall objectives. Responsible for managing profit and loss accounts, I carefully monitored expenditure and implemented cost reduction strategies.

Driving membership within the club was absolutely pivotal to ensuring the success of the venue. It was about achieving a fine balance of gaining more income from existing customers through retention alongside driving new client acquisition. Throughout the 2 years, I focused on exceeding margin expectations and meeting targets and generated club revenue through strategic sales planning and tactical initiatives.

My first step into operational management within a dynamic hospitality venue where Iled the profitability and cost control benchmarks of the hotel by implementing strategic plans to achieve revenue targets and generate new business. A big part of revenue generation and gaining operational efficiency was achieved through end-to-end event management, working closely with corporate clients from concept/brief to co-ordination and launch of the event. This whole process was driven by a need to understand areas of improvement and embrace new learnings in order to evolve the hotel’s event management process.