Responsible for 14 centres across the central belt of Scotland. Locations vary from Perth over to Paisley

Regional Director for 8 centres across the Central belt.

My primary responsibility is to manage the region commercially and operationally to maximise profitability whist ensuring quality, performance improvement and customer service delivery.The role is varied and includes:• Development of budgets and strategies to achieve the growth plans.• Commercial responsibility for each branch and the Region (in conjunction with the Managing Director).• Development of organisational arrangements, systems and processes to enable the efficient and… Show more My primary responsibility is to manage the region commercially and operationally to maximise profitability whist ensuring quality, performance improvement and customer service delivery.The role is varied and includes:• Development of budgets and strategies to achieve the growth plans.• Commercial responsibility for each branch and the Region (in conjunction with the Managing Director).• Development of organisational arrangements, systems and processes to enable the efficient and effective deployment of resources in line with and supporting the development.• Implementation of approved budgets and plans.• Implementation of group policies and procedures throughout the business.• Responsibility for close control and management of sub-contractor accreditation, quality, costs and performance.• Management control and support of the individual Business Units to ensure profit margins are achieved.• Leadership and direction for the branch management and branch teams.• Development and motivation of the branch teams, fostering a high level of co-operation with other senior managers.• Development and achievement of collective goals (including regional goals) with fellow senior managers and regional support functions.• Development and sustaining of relationships with key customers/stakeholders ensuring the highest quality customer relationship management of the contracts.• Contribution to the development and delivery of accurate financial reports to the Managing Director.• Development and delivery of robust internal and external performance reports.• Facilitating the internal audit process and responsible for implementing the ensuing action plan Show less

My latest new appointment within Homebase is at Glasgow Milngavie. Appointed there in Feb 2015.The store is on a substantial investment program in readiness for a new Waitrose being built opposite. Which is due to open in the summer of 2015.An Argos concession has been the latest major investment going in with a Habitat concession due to follow shortly. On the back of both these concessions the store plan has changed considerably and a lot of work has been carried out to reduce selling… Show more My latest new appointment within Homebase is at Glasgow Milngavie. Appointed there in Feb 2015.The store is on a substantial investment program in readiness for a new Waitrose being built opposite. Which is due to open in the summer of 2015.An Argos concession has been the latest major investment going in with a Habitat concession due to follow shortly. On the back of both these concessions the store plan has changed considerably and a lot of work has been carried out to reduce selling space whilst ensuring that we maximise sales from key selling categories.We will offer and showcase a brand new kitchen, bathroom, fitted bedroom and furniture offer on the back of the refit also.My initial role with the senior team has been to look at the redeployment of colleagues hours to meet service demands, improve operational efficiencies and be proactive in our approach in everything we do, to ensue that we deliver as a team. As customer awareness of our new services increase in the local market, driving in greater customer footfall.I was given the opportunity to run an underperforming high profile store in April of 2011, after 3 successful years in Robroyston. Hamilton was invested in 2 years before I took over the store and was not achieving its return on investment (Actual 2.6% v target of 42%). The IRR was monitored for the 3 years after investment. In the last financial year I moved the IRR from 3% to 39%.I have a leadership team of 8 colleagues and an hourly paid headcount of 63 at present.Hamilton achieved many great awards and recognition for what the team achieved. Show less

Deputy Manager – Matalan Livingston. Transferred from Coatbridge store to take on new company role of “Customer Service Manager”. Assisted in opening of 52,000 Sq ft store. Assisted Manager in recruiting 115 staff and was solely responsible for the training of the key players in our team at another store prior to opening. Annual turnover £9m+. • Directly responsible for the training and development of 54 service team members.• Set up stores “customer service training… Show more Deputy Manager – Matalan Livingston. Transferred from Coatbridge store to take on new company role of “Customer Service Manager”. Assisted in opening of 52,000 Sq ft store. Assisted Manager in recruiting 115 staff and was solely responsible for the training of the key players in our team at another store prior to opening. Annual turnover £9m+. • Directly responsible for the training and development of 54 service team members.• Set up stores “customer service training plan”• Held fortnightly training classes and colleague surgeries.• Averaged 92.4% for mystery shop results in the time I was there.• Whatever promotional changes or layout changes were taking place I had final say ensuring it was always right for customer.• Ensured we were offering the best level of service at all times through walking, talking, listening and responding to what our customers were telling us.£9.3m turnover – 88 employees Show less