- Designed and executed processes to produce and distribute 30,000 direct-to-consumer packages monthly in facilities across the UK, Australia, and The Netherlands to support complex operations across seven EU markets- Reduced Logistics costs by $800K per annum by negotiating and appointing new logistics partner- Instrumental in the development of various marketing initiatives to enhance in-box marketing collateral to in-crease brand reputation and customer satisfaction, resulting in a 5-percentage point increase in customer returns, generating an additional revenue of $500K.- Enhanced operational efficiency through ongoing process improvement initiatives, leading to a 20% decrease in staff numbers whilst upholding operational excellence and output standards.

• Led the “Go To Market” strategy of Customer Service in the West Cluster (Nordics, Spain, Portugal, Belgium, Holland & Switzerland), including full P&L responsibility - (Circa 76M€), in delivery of Revenue and Cost of Non Quality management. • Driving engagement and change of a high performing team and managing the complexities of different organizational structures, from 100% “own engineer” environment to entirely “out sourced”. Reporting directly to the VP of Consumer Service EMEA• Spearheaded the transformation and elevated performance levels of an exceptional team, navigating seamlessly through the intricacies of diverse organizational structures, ranging from a 100% in-house engineering environment to a fully outsourced model. • Directly reported to the VP of Consumer Service EMEA, driving engagement and fostering impactful change throughout the journey.• Promoted to Head of Consumer Service West Cluster, demonstrating exceptional leadership and strategic planning abilities in a complex, multinational environment.• Successfully integrated 2 distinct service organisations and cultures in each market following Whirlpool's acquisition of Indesit. This integration included effectively managing 120 Own Technicians and over 300 Service Partners, showcasing adeptness in handling large-scale organisational changes.• Delivered a notable +10% net result compared to the previous period in 2016, evidencing financial solid understanding and ability to drive profitable growth.• Developed a comprehensive Long Range Plan focused on driving growth in Extended Warranties, Spares/Accessories, Finished Goods Direct to Consumer Channels and Customer Satisfaction/NPS. Effectively managed the Customer Experience Journey within each market.• Achieved remarkable improvements in Employee Engagement Survey scores, with +3 percentage points in 2015 and +6 percentage points in 2016.

• Advanced to the role of Head of Consumer Service for the UK, Ireland, and Nordics, demonstrating my capacity for strategic oversight and leadership in a multi-regional setting.• Defined short to medium term Consumer Service Strategy consistent with the Commercial organization strategy in each market. • Served as member of Senior Leadership Management Team in the UK, engaged in full P&L responsibility along with managing and coaching staff through difficult period post announcement of acquisition of Indesit.• Collaboratively developed and successfully implemented the UK integration plan post-Indesit acquisition, showcasing strong project management and strategic alignment skills.• Achieved a significant +8% net result compared to the previous period in 2014, highlighting my ability to drive profitable outcomes and financial stewardship.• Reversed a negative trend of the previous three years by defining and executing a new Consumer Service strategy in the Nordics, resulting in a notable +12% increase in Consumer Satisfaction.• Significantly increased the Employee Engagement Score by +7 percentage points in 2014, demonstrating effective people management and team-building skills.• Attained a People Leadership Effectiveness score of 4.87 out of 5 in 2015, evidencing strong leadership capabilities and the ability to inspire and motivate a diverse team.

• Defined “Go To Market” execution in the Retail Channel and maximizing profitable long-term growth. Developed robust range proposals and detailed promotional plans per account, avoiding Trade Partner and Channel conflict. • Developed long term relationships with Trade Partners, provided rolling monthly/qtly sales forecasts per account and annual account plan. Led and developed National Sales Team.• Successfully executed a new “Retail Go To Market” strategy for Independents, which involved transitioning 95% of direct Independent Trade Partner accounts to a preferred distributor. This strategy resulted in a 16% growth, improved cost-to-serve, enhanced profitability, and improved customer service.• Achieved a 20% increase in Built-In turnover at Dixons Retail with a 77% improvement in gross margin compared to 2011. This was accomplished by understanding trade partner needs and translating these into a targeted range proposal and a consistent promotional calendar.• Appointed to manage Dixons Retail and Independents Channel and promoted mid-2012 to oversee the entire Retail Channel, managed critical accounts including Dixons, Amazon, DRL, Comet, Tesco, Costco, Argos, B&Q, eBay, Brighthouse, and Box Clever.• Secured new product listings with Brighthouse, overcoming two years without listings and demonstrating effective negotiation and relationship-building skills.• Developed and implemented robust account planning and forecasting principles within the sales team, recognised as “Best In Class” in the Nordics organisation.• Awarded “Employee of the Year 2012” by the Senior Leadership team, marking a significant achievement in my first full year with the company.• Demonstrated a unique combination of strategic thinking, market insight, and team leadership, significantly contributing to the growth and success of the Retail Channel.

Responsible for Dixons Retail Account and Managing the Independents Electrical Retail Channel

Interim management consultant specializing in operational post sales service performance and reverse logistics.

Key Achievements:• Re-negotiated supply contracts with key service vendors delivering a 20% reduction in “cash out”• Developed new service infrastructure and call centre in Russia• Developed and negotiated new central pan European service provider for new product range of digital cameras with integrated printerKey Responsibilities:• Strategic development and delivery of Polaroid customer care portfolio within EMEA territory• Contract negotiation with key service vendors• Budgeting and cost control – reduction in “warranty cash-out”• Monthly KPI reporting and commentary• Management and development of team in multiple locations• Member of the management team

Key Achievements:• Successfully redesigned the Nordic after care environment delivering “Best-in-Europe” performance• Delivered 30% Cost of Non Quality saving in 07 vs. 06 (6MEuro Reduction)• Improved call Centre front end filtering - leading to a 25% reduction in Flat-TV service interventions with improved customer satisfaction• Led supply chain improvement project focusing on improving bottom-up forecast reliability and availability by working with Sales Directors, Key Customers and Industrial Partners. Achieved Supplier of the Year 06/07 with leading UK Electrical Retailer • Implemented pilot Collaborative Planning process to improve on shelf serviceability with reduced stock holding delivering 95% OTIF supply performance and a 20% reduction in stock compensationKey Responsibilities:• Member of the UK & Nordic management board• Strategic development and delivery of Philips customer care portfolio within the UK & Nordic territory, covering a diverse product range from MP3 players to 50” Flat-TV’s• Contract negotiation with key service vendors throughout the UK & Nordics• UK supply chain including Customer Service, Order Desk, Stock Control and liaising with third party logistics provider delivering finished goods in excess of £360M• Budgeting and cost control • Monthly KPI reporting and commentary• Management and personal development of a team in excess of 60 people

Key Achievements:• Developed and implemented alternative way of working for managing commercial returns delivering a 10% improvement in financial recovery and lowering stock inventory levels by over £4M• Re-negotiated contracts will all majors customers and service vendors introducing KPI controls focusing on through put time, repeat repair, material consumption and customer satisfaction• Eliminated local losses by reducing claim fraud • Lowered Cost per Intervention on average by 5% year-on-year• Implemented process controls within the department delivering harmonized ways of working• Set up specialist network of central repair centers of excellence for new technology products – Flat-TV, DVDR and MP3• Managed National Consumer Care Call Centre ensuring AHT, first time resolution targets and customer satisfaction targets were met within budget• Introduced objective setting and training needs for all staff, improving staff morale and structured development opportunitiesKey Responsibilities:• Translating European service strategy in to local operational excellence• Driving Customer-specific and processed based service improvements• Budget and cost control• Health & Safety / Trading Standards liaison• Warranty Management• Support of commercial activities

Key Achievements:• Achieved profitable turnover growth from £96M to £180M in 4 years• Achieved record market value share position 17.5% (No.2)• Developed numerous marketing campaigns driving sales in whilst building consumer demand• Finalist in European Quality Improvement Project – Test & Review ProgramKey Responsibilities:• Full P&L responsibility for Philips TV business in the UK• Range selection, account presentation, distribution policy and margin mix.• Local market product requirements• Creation of marketing and promotional plans• Support of other product groups within the company