Gary O'Leary Email & Phone Number

Tamworth, GB

Dordon Warwickshire

Delivering effective team briefings on a daily basis clearly communicating roles and responsibilities and expectations and targets. Also delivering presentations to stakeholders, clients and senior management on current performance and projects. Set SMART goals, and manage individual performance against these goals. Follow up with end of year reviews.

Coventry, United Kingdom

Reporting to Operations DirectorResponsible for the Management of the Operational Performance, Customer Contract Delivery and P&L for the CES Depot. To support, lead and manage all staff within the CES Depot. Efficient delivery of target profitability and management of budget.Effective management of closed orders within the contract performance.

Birmingham Central Sector

Working in one of the largest mail centres in the UK, my role was to supervise, coach and train a warehouse workforce of 250+. I was accountable as part of a team of up to 5 managers within the Automation work areas, processing in excess of 1 million items a night, which represented 5% of the total UK traffic, whilst maintaining Financial, Quality.

Moseley

Key achievements are delivering a successful Transformation and new delivery methods in September 2009 which incorporated huge change to the business and a new way of working. Also implemented World Class Mail iniatives into the unit promoting good working practise. Introduced other new methods such as Kaizen to improve problem solving and overcoming.

Northfield

Responsible for 95 operational staff, budget of £2.5m and a fleet of 25 vehicles. One of the key successes and achievements was to oversee lead and plan a major office revision which enabled the unit to be more cost effective, efficient and productive. Also achieving a balanced scorecard of Financial, Quality, Customer and People related key.

Erdington

Responsible for managing 60+ frontline staff. Dealing with conduct and attendance and delivering relevant and informative WTLL sessions. Improved quality; reduced expenditure and a vast improvement to the way we do things as an office. Instrumental in successful office revision and implementing the single daily delivery in 2002 as part of the restructure.