Responsible for end to end project management and delivery of bespoke joinery,Whilst at Whittle Interiors I managed the following projects:- New head office for an architect firm in Farringdon- New head office staff amenities for a retailer in Surbiton- Fit out of a new bar and restaurant for a hotel in Westminster - Five new bars for a football clubManaging all stakeholders and sub-contractors at all levels with effective communication under tight time and budget pressures.Efficient close out of all defects in a timely manner.Creating Risk Assessments and Method Statements, Technical Submissions and Operating & Maintenance Manuals.Ensuring existing and new client / contractor relationships were maintained and improved to ensure future business.

Project managed and accountable for over 45 maintenance capital projects to refurbish or replace existing building structure, electrical, HVAC and catering equipment across fifteen John Lewis department stores and service buildings.- Managed projects from idea through to delivery.- Carefully managed costs to achieve best value.- Managed significant budget reductions and re-prioritisation.- Stakeholder engagement of branch and head office teams.

Set up and run a property development business.

Responsible for the Delivery phase of a £26.5m refurbishment of John Lewis Edinburgh as part of the St James Centre redevelopment. This was one of the most complex projects ever undertaken by John Lewis within one of the busiest trading branches. I acted as the interface between developer, main contractor, branch and head office. Facilitating the successful project on time and on budget whilst keeping all stakeholders fully informed and engaged. Initial works were to prepare the Branch in time for the St James Centre closing. This included a reconfiguration of entrances, the Customer Collection Point moving into the Branch and the relocation of the Partner Administrative function to temporary offices. A non-selling floor was converted into a new selling floor with a brand new Place To Eat and Technology department. New Lighting and Furniture departments, new Customer Services and new customer toilets completed the works for the upper two floors. Every other floor and department was impacted by the re-stack including all stockrooms. A new temporary loading bay was built and commissioned during the works and extensive M&E infrastructure works were undertaken. The speed of delivery for this phase was driven by the programme of the St James Centre re-development. I was able to successfully lead this aggressive programme to re-stack the shop onto a 30k sq ft smaller footprint whilst minimising disruption and impact on sales and maintaining service and the experience of both Partners and Customers. The branch is now trading successfully in its interim format. The remaining works will be carried out for re-connection to the new shopping centre in 2020.

Responsible for the delivery phase of £14m refurbishment of the 2nd and 3rd selling floors (94,000 sqft) at John Lewis Oxford Street to create two brand enhancing Home floors and be renowned as the place to shop for Home Furnishings and Furniture in London and the UK. The project extended to include a refurbished Technology Department and Premium Handbags department. I successfully managed all stakeholders in this high profile refurbishment.

Responsible for Southampton; Southsea; Poole; Chichester and West Quay Distribution Centre. Leading a team of 13 Technicians and Tradesmen to deliver all aspects of reactive and planned maintenance. Built and sustained effective relationships using outstanding communication skills to influence at all levels. Successfully maintained and improved each site whilst keeping control of revenue and capital costs. Planning and overseeing multiple projects over multiple sites simultaneously. Re-negotiating priorities where necessary with key stakeholders to minimise risk and maximise commercial opportunity for the best outcome. Managing expectations to deliver first fix internally to save costs where possible. Where necessary working closely with contractors for repairs and replacement, exploring enhancement opportunities. Demonstrated ability to keep calm under pressure and keep a clear head during major failure of structure or plant. Reassuring and empathising with all concerned and keeping focused on health and safety and restoring ability to trade at the earliest opportunity.

Managing communication and co-ordination of a £5m refurbishment of the first floor including Menswear; Audio and TV; Furniture; Toys; Sports; Large Electrical and fitted Kitchens. Confidently managing all stakeholders from selling teams through to central project managers, contractors and the branch maintenance team. I adapted my style to suit the circumstances and audience to influence teams and individuals to ensure engagement and deliver high quality results.

Successfully delivered a £4.1m refurbishment of the Upper Ground Floor on time and on budget. This project also incorporated the relocation of Haberdashery to the Lower Ground Floor and the consequential reconfiguration of the Furnishing Fabric Department. This was the single largest project the branch had undertaken since relocation and had the potential to cause disruption in all areas of the branch.

As a senior Section Manager, supported the Department Manager to successfully implement a new customer service proposition to a team of over ninety in the run up to Christmas. Quickly established self as a respected and trusted member of the management team. Acted as a support and mentor to lead and develop the Section Manager team. Led a successful stock take and clearance.

Responsible for a team of ten in the Menswear and Sports Department. I managed the team to excel in customer service and drove outstanding shop keeping standards to increase year on year sales. Implemented the most successful New Years fitness promotion by increasing the square footage of the department by 100% during this critical period of trade for the department. Robustly dealt with a legacy of returned large fitness equipment to bring item tracking figure to the lowest levels reducing wastage significantly.

Responsible for a team of twelve and the bespoke curtain service and fabric meterage assortment. Deputised for the Department Manager for three months during his absence. Influenced the Furnishing Fabrics Optimisation Project where we piloted and fed back on the Making up Desk operation to improve efficiency and the service proposition. Our findings and recommendations were rolled out to all branches.

Responsible for a team of seventeen on the Making Up Desks and fabric assortment in this prestigious branch known internationally as a centre for excellence in delivering bespoke window treatments and re-upholstery. Maintained and built on its reputation and successfully managed complex complaints for high profile customers.

Progressed from Customer Service Representative to Branch Manager. Managed the Hedge End branch, near Southampton. Responsible for the safe and compliant running of the branch with a portfolio in excess of ten thousand customers. Successfully took the team of twelve from a service focused environment to a sales and service culture through coaching and development of the team and individuals.