Setting the strategy for a team of 30 B2B sales professionals operating across multiple sites and multi-channel environments. Focused upon building high-performing teams with personal and professional development at its core.• Delivering result in though complex channels, selling, and managing customer relationships delivering c.300 products, across 5 categories into 550 customers. • Set vision, strategy and KPI’s which achieved c.£50m of Operating Revenue +3% vs PY, through 80% existing customer and 20% new business. • Developer of people, recognise and cultivate the potential in others. Awarded best developer of people in both 2019 and 2020 voted for by my peers. This led to a Best Team award in 2020, recognising the team’s achievements.• Adept at generating ideas and then analysing them strategically. I redesign KPI’s and tracking systems, to engage teams, provide full visibility of progress ensuring compliance, resulting in a full suite of reports.• Drove the e-commerce agenda, identifying opportunities and creating tools to track progress. This is a major shift moving from multi-Channel to omni-Channel and proves to be business critical during the lockdowns.• Advocate of Diversity, Equity, and Inclusion, led a campaign (labels of are for chocolate bars), focused on highlighting the importance of neurodiversity.• Strong track record of ensuring people are at their best, over the years I supported multiple team members to gain promotion, develop themselves, reduced sick days and managed all levels of performance.

Responsible for WH Smiths Travel and High Street, Superdrug, Boots, and Savers. Team leader responsible for three Customer Development Managers. • Managed a revenue target of c.£65m, in a challenging High Street environment delivered +2% growth driven by a strong seasonal plan +45% which saw gains in weeks on promo, store takeovers, and improved quality of space. • Cross-functional senior co-creation days leading to an agreement to produce exclusive packs which are of strategic importance to customers. Managing end-to-end process both internally and at 3rd part co-packer, which delivered c.£2m revenue growth in the first year and enabled long-term strategic plans.• Improving profitability and cash position was key to the role. Delivering cost price increases and reducing marketing through offering exclusive, this led to an increase profit by 0.4%. Negotiating the recovery of 97% of the aged debt equating to c.£1m of cash to the company. Established long-term joint plans with the customer to prevent aged debt recuring and improve efficiency.• Part of a new cross-functional project team to deliver agile projects, the first healthy snack brand a new category for Mondelez. Six-month project involving commercial viability, analysis of market, adjusting from customer feedback and negotiating to secure optimum launch.

Led a team of 7 Business Development professionals responsible for stakeholder management, customer relationships and delivering KPI’s.• Continuous improvement mentality which identifies opportunities for change managed concept to implementation and feedback; Six-month project working alongside finance lead to create a new credit process which saves 480 resource hours and reduced expenditure to £350k saving c. £1.8m cost annually.• Managed change when integrating teams from two different businesses, providing opportunities to understand each other and utilise best approaches.• Set implemented and monitored goals and KPI’s, which regular progress reports produced for national sales controller.• Planned and organised two national field sales conference’s annually, which engaged and motivated the team. Bringing together people from all-over the organisation.• Promoted 35 team members to more senior role through effective succession planning.• Trained and coached national team of 30 on sales finance principles, excel skills, personal development, and capability.• Implement well-being and D&I program for the national field sales team, gaining a Global Award.

Part of a sales team managing UK ́s largest wholesale buying group (now Unitas) with over 100 members and multiple points of contact, this means that clear and concise communication is vital to success.• Account Contract delivery - Responsible for 20 southern members including the largest members in London with significant revenue, delivered bottom-line double-digit growth.• Process & Systems – High level of system competency, ‘superuser’ for SAP, Excel and PowerPoint.• Business Planning – Developed a framework and promotional plan, to improve store distribution and step-change the way members operate.• Stakeholder Management – Leveraging the regional sales teams to deliver the revenue targets. Developed and implemented the Promotion process which is still in use today.

• New role which created specifically for me, to utilise my skill set. Challenging and diverse role which provided a steep learning curve, helping develop me into an accomplished Customer Development Manager.• Delivering Account Targets - Managed UK largest Wholesalers biggest depot; Coventry, £16million.• Driving growth for Multi-Site Operators (MSO’s) - Agreed terms with 3 large MSO’s who owned 20 high quality forecourts. Outperforming total MSOs to achieve sales growth of 24% across all categories.• Joint Business Planning -The P&H buying, and marketing team commented it was the best account plan they had seen that year.• Field Sales engagements - Facilitated meetings between the 2 Midlands RSM’s; P&H and Cadbury, to improve working relations• Insight Lead Analysis – Taking large amounts of complex data from multiple sources including sales out, IRI, Nielsen and internal systems, provided analysis and actionable insights to aid commercial decisions and plans. • Developed wed based data visualisation solution – Working with a 3rd party, managed a project which has enabled data storage and visualisation.

Three days/week working at Sainsbury’s head office in Holborn London, in a pioneering and high profile role. Key accountabilities:• Maximising Availability - Utilise shelf availability to ensure display and sales are maximised at all times. I improved shelf availability for Cadbury’s within Sainsbury’s from 97.36% to 99.47% in my first year. • Drive the leadership in the Category - Worked cross category and alongside our competitors, I understand what good looks like. This enabled me to go back to Cadbury with recommendations, to ensure Cadbury lead the category.• The face of Cadbury within Sainsbury’s, the voice of Sainsbury’s with Cadbury - As I work within the customer I have to operate at high level and also be aware of my persona. I feed into and challenge the business to ensure that we are putting them at the heart of everything we do.• Collaborative Planning and Forecasting - Alongside key stakeholders within Sainsbury’s and Cadbury I facilitate a monthly CPRF meeting to ensure that both parties have a robust forecast.• Defining and Developing Customer Service Strategy - I shaped and drove the Joint Supply Plan within the customer providing first hand understanding of the reasons behind customer initiatives.• Collaborative Supply Chain Forum - Active contributor of the forum for two years alongside the top 12 suppliers sharing best practice and ensuring that we adhered to the core requirements of Sainsbury’s. • Understanding store level - All of the work that I do is driven by what happens in store and this role has given me a greater understanding of store processes and procedures. This includes extensive work on Trident, which has uncovered opportunities to increase space and sales.

Report to the Grocery Channel Supply Manager and responsible for managing all confectionery supply on Woolworths and Sainsbury’s. • Seasonal/ Event Planning - Close liaison with the customer to create a line by line weekly in-bound plan that is used to phase production and distribution requirements. Responsible for tracking performance and communicating to all key internal and external stakeholders on a weekly basis.• Collaborative Supply Chain Agenda - Deliver mutual cost savings and smarter ways of working such as improving vehicle utilisation, harmonising of depot schedules and creation of a robust communication process. • Commercial Agenda - Interface for the commercial team (up to Account Director level) to support all opportunities to deliver on the top-line such as time exclusivity on NPD and 24hr lead direct to store deliveries to hit seasonal targets. • People Management - Managed up to 3 direct reports, responsible for their training, coaching, 1 to 1’s and PDR’s.• Cross Functional Working - During my 7 years with Cadbury’s I have worked across every function; Grocery, Impulse, RTM and Out of Home. Giving me an excellent understanding and experience within a wide variety of customers.• SAP Implementation Lead: This was a project management and training role, ensuring that the implementation ran smoothly and all 60 employees were trained and given relevant support during ‘go live’.

During my time I managed a variety of accounts including P&H, Londis, Budgens, mail order and jobbing. This gave me excellent grounding to move up and become an account manager.

I developed new business within the core business areas. Visited customers, to gain greater understanding of their business and roles within it. I Interview and provide interview advice to applicants within corporate requirements. My biggest achievement was securing the contact to recruit 20 members of staff for Abby Nation’s call centre. I built up such a level of trust they employed them based on my judgement without an interview.

I provided sales support to financial advisors; I made appointments, complied documentation and performed secretarial duties. I was the top sales support assistant in the UK for 3 months running.