To provide strategic vision and leadership of the Kerry Contract, develop and deliver the business plan for the site, aligned to the Food Service & KN’s strategic growth strategy for this market sector. Take full responsibility of the overall performance of the Site, ensuring operational productivity, service, people management and financial targets are met. To deliver ‘best in class’ value adding innovative solutions by delivering exceptional service through collaborative partnerships and to ensure the creation and development of an industry leading operation and team.

Regional Operations Management of the Northern Region for Kuehne + Nagel's tier one client relationship with Whitbread. The operation comprises a new £7.5 million/190,000 sq ft composite RDC in Trafford Park Manchester, and two associated transport cross dock operations near Leeds and Glasgow, to service the Northern based estate. The team comprises 400 people.I have operational accountability for Fixed, Closed and Open book elements, with a total of £19.5 MillionWhitbread is the UK’s largest hotel, restaurant and coffee shop operator .The huge success of Costa Coffee, Premier Inn, Brewer's Fayre,and Beefeater Brands has provided an exponential year on year growth pattern. For example in the 3 years Q1 2013 - Q1 2016 we have successfully enabled the growth of the estate by 137 Costa Coffee stores and 32 WHR outlets.This successful go live in 2013 followed by the sustained growth has been delivered against a background of best in network levels of availability combined with a significant cost per case benefit. Technical accountabilities have been exceeded for example NSF Food Safety standards delivered consistently with external audit verification. This involved developing full compliance programme in partnership with relevant regulators, and internal stakeholders including HACCP and Food Safety strategies.My biggest success has been sustained improvement of the operation through enablement of the teams journey from the pressure and energy of a go-live, through onwards development of the teams and their operational dynamics. Whilst dealing with legacy (e.g. TUPE) issues, then progression into business as usual but with a focus on continuous improvement. As a direct result the site was the first in the business unit to achieve Kuehne + Nagle's Continuous Improvement Certification for work delivered on CI and Lean Six Sigma.

Overall responsibility of multi user site on Trafford Park with open and closed book accounts. Customers included Brighthouse, JD Wetherspoon, Baxter Healthcare, NHS.140,000 sq ft RDC, a key location within DHL's Consumer, Life Science Division, With an associated commercial complexity due to the shared user relationship within that network. The team was circa 160 with a large seasonal factor driven by the clients customer offering on the high street. The operation also consisted of Pharma Clients resulting in an associated regulatory burden, however all technical audits and standards were regularly exceeded.

1994 - 2011, Wincanton Group - Various Progressive RolesRoles included: 2007 – 2011 Assistant General Manager – Focus DIY and Comet – Wincanton Retail Division 1997 -2007 Various progressive roles within Wincanton’s hugely successful retail division including (in reverse chronological order) Operations Manager at Wincanton Asda (Doncaster) Warehouse Operations Manager at Wincanton Tesco (Middleton) Warehouse Shift Manager Wincanton Tesco Middleton, and Senior Transport Section Manager at Tesco Middleton. Following on from extensive operational experience within both Transport and Warehouse roles in large scale major multiple retail composite Distribution Centres, I then progressed into AGM roles with Wincanton over a 17 years career with that organisation. This journey allowed me to gain insight into all aspects of operational management whilst often dealing with the associated challenge of major business changes and seasonal peaks inherent within large retail operations. As I progressed through the organisation I also gained experience of operational start-ups on several occasions and gained other valuable leadership skills delivering practical and financial turnarounds of failing departments and operations.