• Transformation & Integration • Change Management • Optimisation • Delivering Lean Methodologies• KPI Introduction & Improvement • Process Enhancement • Project Management • Increasing Productivity • Cost Reduction • Customer Experience

During this period, I oversaw and strategised commercial sales, procurement, trade development, short line business (MediHealth), warehousing, distribution and logistics functions of the business. I provided leadership and development to a team of 6 direct reports, 1 data analyst and 108 FTEs, led the set up of the merchandising department from scratch and achieved an increase in OTC sales by 10%. In addition, I directed and coordinated the introduction of a new buying calendar to enhance the flow of goods throughout the supply chain and supplier delivery schedules, and created a new stock counting management system to monitor stock levels, adjustments and email updates regarding further checks. Most notably, I introduced a robust credit management system based on customer assets and financial performance to eliminate bad debt and redesigned the Trade Development, Warehousing, Distribution and Logistics department including changing buying patterns to capture increased product and market intelligence which led to a 4% increase in profit margin. Furthermore, I delivered an 80% increase in MediHealth short-line business over a 12 month period and additionally increased the profit margin by 7% through selling products at maximum value. I also delivered a 35% reduction in replenishment of pick face hours by allocating appropriate pick face capacity per usage which saved £62k per annum, and increased carton space capacity by 23% by optimising the usage of space.

I was appointed on a contract basis to provide advice and recommendations to enhance processes, increase carton space, review labour usage, maximise performance and improve pick rates. I developed and introduced reporting and KPIs to measure activity pre and post layout changes to identify opportunities, and additionally monitored labour costs and usage of time and resources to deliver a headcount reduction of 5 FTEs. In addition, I worked closely with the IT team to produce productivity reports highlighting staff pick performance which identified inconsistencies in pick rates and facilitated an increase in overall pick rate from 160 to 180 lines per hour.

During this period, I was seconded to oversee and coordinate the end to end delivery of a programme to migrate the existing business including 480 products from the old site to a new state of the art site in Northampton with no disruption to service ensuring alignment with stringent timelines, budgets and stakeholder requirements. I directed the implementation of the new IT infrastructure encompassing telephony, new operating system – Sage X3 and integration of new ship@ease system with Sage X3, and additionally managed the recruitment, selection, training and development of 2 managers and 13 operating staff ready for go-live. Furthermore, I was instrumental in designing and introducing SOPs and prepared the site for its grand opening by the Mayor of Northampton and other high-profile delegates from the pharmaceutical sector. Most notably, I managed the successful relocation and opening of the new site in Northampton and delivered a 25% increase in productivity, 98% increase in product range and 126% increase in transactions within just 3 months of go-live.

As Regional Field Operations Manager, I directed and coordinated the day to day operations for 5 service centres across the North of England, Scotland and Wales regions; providing leadership, mentoring and motivation to 5 direct reports, 25 managers and 1100 FTEs. I introduced robust cost control procedures and improved ways of working whilst additionally driving profitable growth across product categories – Generics, PIs, Surgical and Specials. In addition, I drove the growth of brands including Alphega, Almus, Alvita and Skills in Healthcare in line with Group strategy.A key part of my role involved building and maintaining collaborative manufacturer partnerships to negotiate and manage contracts, explore and develop new income opportunities and maintain the company’s position as market leader. I also delivered a 150 FTE headcount reduction nationally whilst achieving the £38.5m budget across all areas.

As Service Centre Manager, I was accountable for overseeing and coordinating the day to day service centre operations for the Preston branch with ownership for leading a team of 5 direct reports, 7 managers and 208 FTEs. I directed multiple business functions including production, call centre, transport and logistics, inventory control, compliance, facilities, health and safety, and industrial relationships ensuring alignment with organisational goals. In addition, I instilled a culture focused on continuous improvement of work practices, service standards and departmental results.Most notably, I played a key role in establishing a culture and environment focused on improving Health and Safety culture and reducing H&S and RIDDOR incidents ensuring alignment with relevant industry legislation. I also defined and introduced a 24-hour step by step process resulting in a 10% reduction in accidents on previous year, and consistently passed Astra Zeneca Manufacturing audit – being ranked as one of the best sites in Europe.

•Responsible for all warehouse and transport functions•140 employees, 120 drivers, 115 vehicles servicing customers twice daily•900 customers consist of Pharmacies and Hospitals•Budget cost management of 4m including courier cost•Twinned with Leeds Service Centre, processing and trunking overnight to Leeds•Project management of automation investment