Achievements: The P3 project was a new venture to establish an independent entity to manage the long-term operational alliance between MSC, CMA CGM, and Maersk Line on East-West Trades, if it secured regulatory approval. I played a key role in ensuring that the project remained on track for go-live preparedness by managing numerous stakeholders and ensuring visibility and awareness around key project indicators. I also headed a team to design the new intake training program centered on the key principles that would deliver the network’s cost-saving objectives as well as ensure its neutrality, anonymity of transactions, and compliance with anti-competition laws.• Reported directly to CEO, to coordinate efforts of senior managers across the 3 principal lines with very different cultures

Achievements: Led a management team to deliver a full scale redesign of the front line agency, with the primary objective to improve service levels and sales efficiency and effectiveness. This resulted in improved performance across all key service delivery metrics, moving the agency from mid/bottom of N. Europe Region rankings, to best in class, and with agency cost-savings of $700K p.a.

Achievements: To establish controls, and reduce the level of commercially waived revenue in the UK organisation, I designed a more controlled process and reporting framework that continued to support empowered decision-making, and delivered awareness training, which gradually changed the collective behaviour and reduced waived revenue by £900K (37%) p.a. - 80% of the reduction was achieved through compliance with delegated authorities and more balanced commercial decision-making.• Led a team of 5 certified improvement specialists successfully to deliver 150+ improvement initiatives to support the global/local strategy, and refine service delivery towards Maersk Line customers.• Provided trusted input as a sounding board for Head Office to determine impact of proposed global process changes and the likelihood of organizational buy-in. Some initiatives were adopted and terminated based on my recommendations, incl. avoidance of financial and legal exposure, and improved utilization of inventory ($660K in 1st year at local level, and promoted for global adoption).• Coached others with repeated success, as part of the company’s people development program.• Contributed as a member of the Customer Service Leadership Team in setting the tactical priorities of the department, and as a member of the Extended Cluster Leadership Team, on cross-functional priorities to achieve the country-cluster business plan. This included persuading the sales teams to adopt new contracting procedures that improved invoicing quality, reduced customer dissatisfaction, and enabled an increased share of wallet from specific customers, by allowing sales to fully leverage their value proposition.

• Led other leaders of 5 teams successfully, to deliver 30 distinct KPIs and objectives.

Achievements: Proposed and negotiated to secure multi-carrier agreement to restore market rates on waste commodities, in the common interest of sustainability of trade. This shared the cost exposure of volatile bunker prices more fairly between lines and the cargo, resulting in a yield improvement for Maersk Line of $2m+ in 6 months for that segment, and increased rate stability in the market place. Led for Maersk Line and chaired a multi-carrier forum to lobby the Environment Agency, on behalf of the industry when new legislation was implemented governing shipments of waste commodities, which posed practical challenges for the industry. We ensured a pragmatic approach to enforcement within the framework of the new legislation, also safeguarding the sustainability of this trade.• Successfully managed a high volume, dynamic trade through a volatile market and adverse trading conditions. Collaborated to improve trade volume share beyond market growth, whilst also becoming the Maersk Line trade with most improved profitability in 2007, and contributing to the agency exceeding the profitability target by 55%.• Led a team of 2 Trade Analysts to execute the day-to-day pricing and quoting strategy • Regularly coordinated and directed sales efforts to achieve the budget and trade strategy

Achievements: To improve our relative growth compared to the agency’s European counterparts, I sold a proposal using yield management arguments to illustrate the financial benefits of adjusting country allocations, and successfully persuaded the principal to increase UK allocated vessel space, resulting in a profit improvement of $500K p.a. • Successfully promoted and maintained Safmarine’s profile within the AP Moller Group (UK), to ensure internal brand recognition and differentiation, and to achieve volume/revenue targets.• Trained local organisation to a competent level in yield management techniques and managed the implementation of Pricing Margin targets & yield KPIs• Ensured effective mitigation plans were in place to address risks to the commercial budget

• Managed and executed trade commercial policy

• Oversaw pricing and customer service activities (multi-trade)

• Delivered pricing and customer service for designated trade(s)