- Currently leading the discovery and implementation of a robust supply chain data exchange platform to facilitate automated data transfer between IPC EMEA and its trading partners.- Delivered the successful implementation of GS1 standards throughout the Subway supply chain driving end-to-end visibility and providing the foundations for automated data exchange.

- Traceability programme lead to implement GS1 standards and end-to-end visibility across the Subway EMEA supply chain.- Designed and implemented robust master data processes to drive data accuracy and consistency across internal and franchisee facing systems.- Implemented data governance framework and data completeness and accuracy KPI measures. 29% improvement in year one and lead measure consistently maintained above 95% target.- Consistently driving collaboration between IT, SC operations, and data stakeholders to align master data processes with IPC business objectives and encourage data driven decision making.- Continuously exploring and integrating new technologies and 3rd party solutions to further enhance IPC master data processes. E.g. GS1 ProductDNA data verification services.- Improved the accuracy, reliability and availability of data for reporting and analytics purposes, providing business stakeholders with trustworthy insights.

- Delivered a 1.4% reduction in food waste in Christmas 2018 versus 2017 through forecasting accuracy and supplier collaboration.- Collaborating with retail, operations and technology teams to drive forecast and plan accuracy.- Delivered a consistent improvement in availability across peak trading periods alongside a reduction in waste across accountable fresh food categories.- Developed internal and external business relationships with suppliers and stakeholders to simplify and improve ways of working.- Contributed to the continuous development of systems, tools and process to support cost control. - Delivered a 17% increase in the number of national and local events planned for and completed through 2018 and 2019. -Selected to represent Tesco at the 2019 IGD Horizons supply chain programme.

- Successfully opened a brand new store in December 2017, recognised for the exceptionally high standards of colleague training, shop floor presentation and delivery of the project under payroll budget.- Delivered a turnaround in LFL sales performance from 08.% negative to 1.6% positive in Aylesbury by year end. - Delivered a 0.4% reduction in waste spend in 2017 compared to 2016. - Spearheaded store and logistics managers training initiatives to raise both their technical competencies and leadership skills as well as my own experience in project management. - Coached and encouraged my store team to take individual ownership of different areas of the store standards and KPI's. - Spotted talent and developed those with potential to ensure a continuous pipeline of talent through the business.- Successfully coordinated and improved upon the existing internal assessments of duty managers, assistant store managers and store managers.

- Managed over 60 replenishment and merchandising colleagues and five team managers overnight in one of the UK's largest stores.- Engaged my team on store KPI's and their importance and worked effectively alongside day colleagues to deliver these. - Successfully challenged my own leadership style in order to change the 'can't do' culture of a large team. - Effectively managed poor performing managers and colleagues through engagement and realistic targets to successfully deliver the required performance - Simplified the night operation of effective scheduling and controlling stock levels to drive night team productivity resulting in a 30% reduction in hours used.

- Recognised as the fresh food expert in my region, managing the best fresh food departments in Leighton Buzzard superstore. - Signed onto store manager development programme and accountable for my store in the store managers absence as well as completing store manager holiday cover in other stores. - Achieved key KPI's on fresh food raising sales LFL from 0.7% to 1.5% positive.- Reduced waste spend from 1.9% across fresh food to 1.2% using my own innovative ideas and those of colleagues who were actively encouraged to support.

- Consistently achieved over 87% colleague satisfaction surveys.- Managed the store effectively in the store managers absence. - Delivered all financial, operational and people targets in 2014. - Delivered LFL sales at 1.1% positive in 2013 and 1.2% positive in 2014.