Management of bulk spirit production operations across a complex spectrum of products at Diageo Supply Chain's flagship site, including world-renowned brands such as Johnnie Walker, Tanqueray, and Smirnoff, among many others. The plant supplies upwards of 350 million litres of product annually to both the on-site packaging operation (which services markets across the globe), as well as directly to export and third-party markets, and is a centre for product innovation and growth. The operational remit includes warehousing, filling, disgorging, blending, filtration, and transfer for packaging. The role involves ultimate responsibility for site leadership in health-and-safety, legislative compliance, product quality, service to customers, and budget; also leading the site-wide improvement agenda and strategic direction, including major CapEx investments and talent pipelining. I also manage the leadership team of 14 directly, in turn leading a diversely-skilled team of over 150 across site.Expansion of the previous role as Spirit Supply Manager to combine spirit processing on-site.

Oversaw management of bulk spirit production operations across a complex spectrum of brands at the flagship Diageo Supply Chain supply/packaging site, supplying upwards of 330 million litres of product annually to the packaging operation which services markets across the globe, while also delivering substantial volumes to third-party and export markets. The operational remit included warehousing, filling, disgorging, blending, filtration, and transfer for packaging. The role involved ultimate responsibility for health-and-safety, legislative compliance, product quality, service to customers, and site budget; also leading the site-wide improvement agenda and strategic direction, including major CapEx investments and talent pipelining. I also managed the leadership team of 10 directly, in turn leading a diversely-skilled team of over 100 across site.

Responsible for overseeing the management bulk spirit planning across a complex spectrum of brands at the flagship Diageo International Supply Centre packaging site. This involves effectively linking in with key internal and external stakeholders both up and down the supply chain to ensure spirit is available for bottling as per demand requirements, which involves upwards of 100 million litres of alcohol supplied annually. Concurrently, I also people manage a team of 9 highly-motivated planning and compliance co-ordinators directly, indirectly leading a diverse team of around 50 in operational teams.Key successes include:- Achievement of challenging targets including no reportable compliance issues to governing bodies, no health-and-safety incidents, 100% right-first-time spirit quality, near-flawless service to packaging and a favourable processing cost base.- Leadership of Manufacturing Excellence rollout to operators and management peers to ensure embedded visual management of metrics and action-based, time-bound system to ensure targets are met and improvements are made, also including problem-solving processes and systematic recourses for identifying common improvement themes.- Arrangement and delivery of CapEx implementation projects, with involvement ranging from in-depth management of contractor activity and plant isolations to strategic planning of three-year plans to cement Leven Spirit Supply’s position as global site of choice for innovation products and growth of key brands.- Built and nurtured relationships with key stakeholders to drive sea change improvement in cross-functional ways of working that enabled a seamless and cost-effective delivery of bulk spirit products throughout the supply chain – helping to grow Diageo’s existing brands and bring new innovations on board.- Engaged effectively with peers and direct reports to exhibit leadership and embed ownership of journey towards the site becoming a world-class supply facility.

In my capacity as a business leader within Diageo Spirit Supply, my chief responsibility was to oversee both the sweetened products area (SPA) and the tank farms - areas where world-leading brands are stored, processed and produced.I managed a team of highly-skilled and experienced operators across a three-shift system, and embedded a culture of health and safety and compliance as a priority; whilst also encouraging the team to work together to drive forward on improving the efficiency of our operation, the quality of our production, and the level of service provided to the bottling lines.In addition to this, there were several ongoing CapEx projects within my area of work during my time in role: these projects involved vastly improving the flexibility of the SPA and tank farms in terms of their ability to handle a wider range of base alcoholic spirits, their interconnectivity, and their connectivity with other areas of the plant; as well as increasing vat storage capacity and implementing a dedicated new mixing plant. This involved the handling of a large budget and communicating effectively with contractors, project engineers and senior management personnel; including meticulous contractor management: with the control of work permits, supervision of the tasks and other related measures essential in ensuring their safety throughout their time on-site.These projects unlocked the ability to explore a broader range of potential products, providing the business with greater opportunities while highlighting the site as being the plant of choice for product innovation.

In my capacity as a business leader within Diageo Spirit Supply, my chief responsibility was to oversee both the sweetened products area (SPA) and the tank farms - areas where world-leading brands are stored, processed and produced.I managed a team of highly-skilled and experienced operators across a three-shift system, and embedded a culture of health and safety and compliance as a priority; whilst also encouraging the team to work together to drive forward on improving the efficiency of our operation, the quality of our production, and the level of service provided to the bottling lines.In addition to this, there were several ongoing CapEx projects within my area of work during my time in role: these projects involved vastly improving the flexibility of the SPA and tank farms in terms of their ability to handle a wider range of base alcoholic spirits, their interconnectivity, and their connectivity with other areas of the plant; as well as increasing vat storage capacity and implementing a dedicated new mixing plant. This involved the handling of a large budget and communicating effectively with contractors, project engineers and senior management personnel; including meticulous contractor management: with the control of work permits, supervision of the tasks and other related measures essential in ensuring their safety throughout their time on-site.These projects unlocked the ability to explore a broader range of potential products, providing the business with greater opportunities while highlighting the site as being the plant of choice for product innovation.

My role involved ensuring that the incoming quality of variant individual components coming onto site was of an acceptable quality, and that the bottling lines were capable of handling those components without any detrimental results in terms of equipment efficiency. I also became involved in the requisite processes and systems involved in accounting for defective units and dealing with issues arising from the impact of these shortcomings.Overall, the work ranged from standard, high-speed, day-to-day production to luxury products with intricate designs and a corresponding elevated quality standard. I was also responsible for helping to resolve technical queries at project meetings, and helping to mitigate against related concerns accordingly. This was achieved via knowledge of the various line equipment (including limitations); in conjunction with risk assessments, line trials and other standard protocols.Engagement was with a varied and diverse network of people: from production team leaders, line operators and supplier contacts to procurement, project managers and top-level management within Diageo Supply. Effective resolution of issues was often brought about by management of these communications.

Materials testing in support of supply site issues, component supplier development/auditing, brand change, cost reduction and new product development. First rotation on the Global Technical Graduate scheme.Key deliveries during my time in the role were:- A vast exercise involving the update of the data for components held within company systems to make that data more accurate and robust, making it easier for many processes within the business to be completed more effectively and efficiently- Engaging suppliers and auditing them where necessary to bring fresh business to the company, thereby affording cost savings; also engaging supply sites regarding these changes and alleviating concerns

Part-time job whilst at university. The role involved stock rotation and management, warehousing and customer service.

Assorted analytical testing and process improvement work on a year's placement as part of the curriculum of my Masters degree.