Harry Hellam Email & Phone Number

Grimsby, North East Lincolnshire, United Kingdom

Leeds, United Kingdom

• Project Heaton July 2014 - April 2015Project managed Bos Brothers factory closure in Hoek van Holland, for Wm. Morrisons plc. dealing with internal and external stakeholders in both the UK and the Netherlands. The.
• Annual £multi-million savings generated through a reduction in raw material, transport, labour and infrastructure costs
• Improved provenance perception through increased sourcing of British Produce in season
• Improved freshness through benefits of a shorter supply chain saving up to 3 days in transport
• Associated reduction in Waste and Markdowns

Derby, United Kingdom

• Business Unit Director with full P&L and strategy responsibility for the Morrisons Manufacturing FlowerWorld operations, and business integration into Morrisons Manufacturing.Drafted in the oversee and complete.
• Developed an executive business strategy to consolidate sales and increase profitability over 2 years by 57.8%
• Successfully completed the transition between the previous owner into wholly owned Morrisons subsidiary.
• Improved quality of customer service levels - increased from 96.0% to 99.7% with subsequent increase in site profitability.
• Restructured management team and realigned responsibilities and accountabilities led to more focus on delivery of results.
• Reorganised factory layout to streamline operations, with subsequent labour cost reduction – from 9.9% to 8.9%.

Wakefield, United Kingdom

• Business Unit Director with full P&L and strategy responsibility for the multi-sited Morrisons Manufacturing Plant Bakery operations.(Wakefield, Wigan and Middlesbrough)The challenge at Rathbones was to turnaround a.
• Produced executive business strategy to grow both sales and profitability - led to sales growth from £21m to £56m and took business from a loss to a profit, improved profit to >10%.
• Recruited key senior management team positions for Technical, Finance, Personnel, Continuous improvement.
• Successfully negotiated pay deals with BFAWU for 6 consecutive years - included the introduction and acceptance of Morrisons terms and conditions by employees, and a major simplification of the pay rates.
• Successfully launched a series of new products utilising manufacturing capability to provide additional revenue opportunities
• Utilised tertiary brands to flex volumes to capacity.

Bradford, United Kingdom

• Farmers Boy a key supplier of fresh food - including bacon, pre-packed fresh food to deli counters, oven fresh serve over and butchery counters.
• Grew turnover by 237% in 6 years equivalent in terms of baskets - 85,000 to 250,000 per week.
• Increased net profit tenfold plus in 6 years
• Reduced labour cost from £360 per Tonne to £310 per Tonne.
• Introduced operational KPI’s and daily performance reviews resulting in greater focus - driving down costs and improving standards with increased profit growth.
• Restructured management team, resulted in more focussed team delivering better results.

Doncaster, United Kingdom

• Responsible for turning business from a loss in 94/95 to a profit in 96/97, a turnaround of in excess of £500k. Managed frozen desserts factory with a turnover of £12m and 265 staff.
• Improved site performance in all areas and introduced KPI’s into site.
• Reduced labour costs per tonne from £560 to £317.
• Increased monthly tonnage from 160 to 560.
• Reduced overhead cost per tonne from £574 to £402.
• Developed and introduced team briefs, improvement in colleague engagement resulting in more productivity ideas coming forward from colleagues

Leicester, United Kingdom

• Product Manager with full profit responsibility for product group with £10.5m turnover, £10.1m with M&S dealing with merchandisers, technologists and selectors on a daily basis. Responsible for management and control.
• Increased net profit by10.47% year on year.
• Increased productivity by reducing changeover times, changing shift patterns and re- organising the management structure, increasing responsibilities and delayering.
• Reorganised production line – achieved 300% increase in output while at the same saving labour.
• Produced capital proposal for £500k pie line and commissioned, from start to finish.
• Implemented MRP into business unit, resulting in better control of raw materials costs and reducing waste from 3% to 1%.

Stowmarket, Suffolk

• Production Manager in control of primary poultry processing, supplying poultry products to major high street retailers and the egg products department supplying processed egg to leading food manufacturers. Responsible.
• Increased overall yields from 95.8% to 97.1% in liquid egg processing.
• Introduced 3 new egg breakers - reduced staff from 15 to 10 people and increased production from 160 to 200 cases per hour.
• Increased overall yield from 70.6% to 71.0% on poultry processing.
• Introduced Low/Medium/High care areas in processing of liquid egg during Salmonella scare 1988 to restore customer confidence.
• Introduced quality management system that allowed traceability of any batch of egg back to original batch of shell eggs.

M.Sc, Biotechnology

B.Sc, Microbiology