▪ Working for the UK’s leading Co-Pack and Co-Manufacturer as a production manager, my day to day responsibilities are the management and running of the site. IPS Bardon is the leading shipper centre working for some of the UK’s leading FMCG suppliers such as Nestle UK, Aldi, Walkers. I manage a multidisciplinary team, including quality, production, planning, stock and training functions.▪ I manage all HSE for the site, performing risk assessments, checking site compliance and performing investigations of accidents or high profile incidents reporting and working with regional safety team to create a safe working environment.▪ I work alongside for parent sites management team to forecast, manage and deliver all client requirements, working collaboratively to deliver solutions to ensure client expectations are met for day to day activity.▪ KPI’s for this role include, percentage wages vs labour, Site HSE compliance 100%, accident/near miss reporting, Quality minor/majors/critical NCR’s, Client WIP wastage for site, Client Plan adherence.▪ Key Successes in this role included transitioning site from start-up to BAU activity, coaching and developing team to perform and deliver the plan week-on-week for client.

 Working for a leading supplier of portable marketing solutions, my primary responsibilities were to act as a subject matter expert for the business in the retail print market, pick and pack operations, and project management in the context of the retail print sector. The end goal of this is for the business to tap into a previously untapped market. Day to day objectives for myself can vary hugely. On some days I have account management and estimating responsibilities using my knowledge of print management customers and market price points to successfully manage clients and to return their quotes in good time and at the expected price point for them. Alternatively, I also fulfil the role of a project manager and pick and pack manager. I will complete job tickets and brief into the large business liaising with all relevant departments ensuring they are planned to meet the previously agreed schedule and within the required margin for the business. I will then manage the packing team, ensuring they are packed as per the brief from the client, and the logistics of these promotions ensuring our logistics provider is fully briefed and within schedule and cost. During my time in this role the business saw over £1M in new sales as a result of mine and print manager in the first 6 months and strategic relationships created with 2 of the largest print management/marketing supplier business in the UK along with many other businesses within the UK.

Working for a leading marketing supplier within the digital and print industry, my primary responsibilities were to manage the production and execution of complex projects through engaging with various suppliers, managing these suppliers to ensure they are meeting their contractual Service Level Agreement’s (SLA), hitting key price points and ensuring a consistent level of service for our clients. My main role within the team is as joint Data Analyst/Project Manager. I am trusted with projects that involve large amounts of data production, management and validation that other members of the team do not have the capability of managing. These projects involve data sets with millions of data points and require constant communication, problem solving and technical management between myself and the marketing execution team of our clients and the technical production departments of our suppliers. Since joining the production team, I have taken on the responsibility of onboarding and initial management of new suppliers. Ensuring they understand the SLA’s that our account work to and the expectations of pricing that our clients have come to expect from our company. With this added responsibility I have taken an increased role in the supply chain management function within the business.

Working for a major Point of Sale (POS) and Point of Purchase (POP) supplier working with clients such as M&S, Boots. Whitbread and Costa. My role as a C&P Deputy Manager was to manage a shift in the pick and pack department. Shifts would vary from 1 supervisor and 15 operators, to shifts of 4 supervisors, 8 team leaders and over 100 operators. I was required to ensure a smooth and efficient workflow from the Production and Finishing departments into Packing. I also ensured the company Operations Boards and senior managers were kept up to date with all relevant information, updates and issues associated with the packing department. It was an important part of the role to be able to manage a fast and dynamic flow of information coming from many areas and levels of the business, often changing minute by minute. An adaptable and detail-oriented communication style was often needed due to the multi-cultural team with many of the operators being temporary workers, with a variety of language, cultural and competency levels which presented challenges on a daily basis. I was also referred to by the supervisors and team leaders as a senior escalation point and was required to explain, interpret and manage a vast variety of jobs, promotions and pack configurations, in a quick and confident manner, then explain in a simple and concise manner a set of instructions to the supervisors. During times of holiday and sickness I was required step into the C&P shift managers role, which included reporting KPI’s in tiered management meetings to senior management, then taking the key information and tasks back to action and incorporate into the days packing plan.

My primary role as an Internal Sales Manager was to manage the internal sales team and the production, estimating and any other details or issues associating with the account under my purview, which was mainly Marks and Spencer’s. I have full responsibility to ensure the smooth running on the Business as Usual (BAU) production work through SP.I managed a team of 10 people and ensured they undertook their daily tasks to the best of their ability and act as their senior escalation point to the wider business.  When I took over leadership of the team it was on the back of a redundancy project aimed at scaling down teams to reduce the overall overheads of the business. My first few months of being the leader of the team was to manage the team through this time with reduced resources, the loss of colleagues, employees still facing the uncertainty of redundancy while also being in a record-breaking busy period for the account. I presented at quarterly account planning meetings with senior directors to plan strategic account goals for forthcoming quarter, review our performance financially and operationally using Key Performance Indicator’s (KPI) established from operations reports and from prior meetings with the accounts team. I scrutinised our adherence to our contractual SLA’s, where issues were identified, I compiled action plans including tasks for myself and the client services director to action. During my time as the manager of M&S account I have taken part in many projects to help carry on the continuous improvement of the account such as implementing a new stores process which greatly improved the satisfaction rate of M&S and decreased the quantity and value of resupply costs for new stores and I also worked with the Head of Internal Sales to assist in the transition of the department to new ways of working which I had been part of their development.

My primary role as one of two Internal Sales Leads was to assist the team leader in the management and training of team members under my remit, and to take over the team leader’s role during holidays, sickness and any other absences. During my time in this role I have taken part in the training and development of new team members and also shared my production and technical knowledge with existing team members to help improve the overall understanding and uses of production and technical systems available. I was part of the project team that was responsible for the development of the SPUDS systems to create a more efficient and reliable system to manage distribution allocations. Post system development I was responsible for the user acceptance testing and as part of the implementation plan and I delivered system training to the wider department. I took a lead position in the project team developing the SPODS system, which was a system being developed to provide a faster and more manageable way to retrieve Proof of Delivery (POD) notices. I worked closely with members of senior management, IT and members of the helpline team during the on-going development. Post development I led the user acceptance testing team going on to become a post implementation superuser of the system which saw me being consulted regarding end output data and also delivering user training. Was regularly required to engage with stakeholders across every level and department of the business, regularly having to work alongside both office, operations and senior management to ensure projects were correctly briefed and manged through the business.