Guy Richards Email & Phone Number

Peterborough, Gb

King'S Lynn, England, United Kingdom

On this assignment I was responsible for Algeco’s largest U.K. based site In Kings Lynn Norfolk overseeing the refurbishment and supply of modular buildings and AV support this covered the end to end of hire, customer relations, de-hire. This site was the last site to bought by Algeco and had numerous issues during the integration to Algeco and the rebranding exercise, I was employed to align the site to the Algeco safety and reporting standards along with process mapping, driving Kaizen projects and culture to ensure that the site becomes more efficient. •Successfully reignited the Health and safety culture on site by rejuvenating and implementation of data capture software for logging of health and safety issues, implemented site health and safety meetings and Actually got stuff done!!•Change of culture from an individual family owned business to part of 27 Algeco sites in the U.K. • Rescued failing site and stood up to provide efficiency standards increase by 45% through lean planning and correct data collection • Developed production manager, planning manager and transport managers to embrace the new culture through coaching, mentoring and to provide targeted results both short term and long term strategic plans for the site.• Delivery of Strategic Kaizen projects to align with the group strategic visions and values• Restructure site to provide planning support for production and supply chain process aligned with the rest of the Group to provide minimum stock holding with minimal impact to customer service • Customer facing with regards to improvement and rectification of issues• Design and implementation of planning functions to improve the customer order process and reduce delivery times by an average of 40% • Deep analysis of 2022/23 budget to enable 2023/24 budget to be generated with meaningful numbers that were both achievable but also targeted to improve site revenue by 28%

Kettering, England, United Kingdom

Covering 5 warehousing facilities across the Northampton A14 corridor with in excess of 100,000 pallets stored across the estate and @50 customers, Biggest site being 250,000 square feet which when had been open since November 2021 but had failed startup, successfully brought it back on line and stabilized to enable servicing to customers in a safe environment whilst still finishing the startup of the site, Restructure of all of Linkline warehousing to a leaner team to provide more support operationally and improved customer experience, developed strategic storage plans for all 5 sites in the Linkline estate in conjunction with the commercial team. Implementation of warehouse management system.• Change of culture from a startup site to a operationally safe and safety aware culture • Rescued failing site and stood up to provide efficiency standards increase by 35%• Delivery of Strategic warehouse customer moves across the Linkline estate to provide best fit solution • Manage restructure of Linkline Warehousing on minimal cost basis for maximum Bang for Buck • Customer facing in all matters warehousing related with a strong commercial sense. • Generated new business worth in excess of £8 Million through successful tender and process demonstrations with Blue chip U.K. companies• Back to base re- implementation of Warehouse management system with provider due to previous failed implementation • Day to day Operational running of Linkline warehousing in line with budget objectives • P&L Responsibility for Linkline Warehousing both in budget setting for year and for new contract P&L costing. • Implementation of Process improvements for site wide implementation

Kettering, England, United Kingdom

Initially a 6-month contract but developed into a Long term 24.5 month daily rate contract reporting to Board on all aspects of warehouse improvements, Daily operational management through unprecedented pandemic, Changing culture, Sale of part business and move of warehouse operation to new location and conversion of manufacturing environment to warehouse, Shutdown of transport arm of business and movement of to a 3PL solution, WMS selection and implementation. Leading Health and safety Change on site•Step change in H&S enforcement in warehouse area’s and site as a whole • Managing MHE fleet retender and MHE control across site with aim to reduce cost of fleet by 35%• Delivery of warehouse move due to part sale of business and conversion of current redundant manufacturing facility to best fit for warehouse use with no impact to customer service• Manage refurbishment on minimal cost basis for maximum storage • Tender and Selection of 3PL partner for transport operation • Tender for prices 3PL partner for warehouse store and pick operation • Tender, Selection and implement Warehouse management system with provider and internal IT team• Day to day Operational running of warehousing inline with budget objectives • Restructure of warehouse team to meet new needs of business • Implementation of Process improvements for site wide implementation

London Gateway Port

Interim Operations Support Manger Halo 3PL October 2019 – February 2020Short term contract Reporting to the COO and CLO tasked with the takeover of underperforming warehousing function supporting both external and internal customers inloading approx. 40-50 containers daily from London Gateway Port pushing through production and outloading to retail customers in as short lead time as 8-12 hours from unload. Main task’s were day to day running improvement in health and safety and pulling back inline with budget expectations whilst implementing best fit cost effective structure for 24/7 running and providing 100% customer service.• Step change in H&S enforcement in warehouse area’s and site as a whole • Managing daily and strategic objectives across the business• Delivery of Storage increase project through racking re-plan increasing available storage from @8000 pallets to 10200 pallet spaces with minimum cost impact• Restructure of warehouse to 24/7 operation providing support to customers internal and external with minimum cost impact to budget center• Plan and implement changes to warehouse management system with provider and internal IT team• Day to day Operational running of warehousing inline with budget objectives • Successful management and completion of year end stock take for multiple customers over the year.• Advising on the 3PL contract negotiations and what to expect/avoid and creation of standard T&C’s to provide best protection for company • Implementation of Process improvements for site wide implementation

Wisbech

Short term contract Reporting to the Supply Chain and Logistics Director I have been tasked with the takeover from underperforming Site manager realign the site for best practice storage utilisation resulting in a reduction of storage requirements and cost. Prepare site for handover to 3PL outsourcing whilst ensuring service is delivered to both internal and external customers.

Warrington, United Kingdom

This was a long-term interim contract reporting into the CEO that covers the two sites in the North West(Liverpool and Warrington), managing and running two Frozen cold stores with approx. 50,000 pallet spaces servicing both retail and food service customers, this has included planning and implementation of complete North West restructure to deliver both cost saving and to create a leaner streamlined structure, as part of this process key area’s for improvement in both training and systems have been identified to deliver better than expected benefits. Customer focus and relationship building has been key in this environment as well as strategic planning to deliver required returns for investors in line with Ebitda expectation as a group

Alconbury

This has been a long term contract that has involved setting a new site up and the Splitting of MMUK Grape from the main Fruit operation based in Chatteris along with relocation of MM Flowers to a purpose built site at Alconbury with control of all logistics functions and upskilling of the Logistics management team to be fit for purpose on new site with all the challenges involved of the new environment. This also included the setup and management of a dedicated 3rd party logistics storage solution for internal and external customers.

Irtlingborough

In this role I have moved back to a day to day operational role from my previous technical role within Whitworths, I have Control of 7 warehouses and day to day management of a 3PL provider across 5 warehouse’s onsite controlled by them along with 2 other warehouses that are Whitworths controlled and operated

Irtlingborough

In this role I have been developing stock management systems for control of approx 4500 SKU’s of both finished goods and raw materials looking at both the ageing process and redundant stock to control and minimize cost to company in both storage charges and disposal charges in onsite and off site storage. Control of approx £20 million pounds worth of stock along with the day to day management of a 3PL and redrafting all warehouse policies to comply with all retailer and BRC policies

Northampton, United Kingdom

In this role I have been tasked with taking an underperforming and over budget Despatch Logistics department, removing the current Despatch Logistics Manager, Taking charge of the department, restructuring and installing a Wow and Win Culture along with this it has been necessary to judge whether the current FLM’s are fit for purpose and install a training regime to develop and coach the fit for purpose. This has all been along with the day to day running of a Despatch Logistics Department.