Advising start up retailing sustainably sourced goods via a market place platform.

Developing a 3 year warehousing and transport plan to support company wide plan. Enhancing customer service whilst reducing costs as a % of sales.

Providing commercial, supply chain and circular economy/sustainability consultancy & interim services to FMCG/retail/supply chain businesses. I have undertaken sixteen assignments in various manufacturers, retailers, brands, supply chain and distributor businesses; leveraging my 30+ years experience in business transformation and change leadership at Tesco, Homebase. See examples of assignments below.I take pride in the trust I have built with clients and the feedback on my collaborative, but "will deliver approach".My wife Louise Impey, runs the agricultural PR and journalism side of the business. She has a special interest in regenerative agriculture.

Led programme to understand warehousing costs within printing & fulfilment operation and how these can be built into contract management. Designed a programme to improve warehouse & stock management across the Group, along with ensuring the IT infrastructure is fit for purpose. Explored opportunities to optimise the warehousing & transport network and capture end to end supply chain benefits.

Advising a sustainability conscious start up, retailing food & wellbeing products, with exciting technologies to access new markets and engage customers in innovative ways.

Led project in a convenience food retailer and distributor, to understand the customer, operational, staff and financial benefits of moving from a campus, to a single site national distribution centre.

Provided strategic support on how to leverage channels for electrical goods and develop new service and operating models with sustainability and circular economy at the core of business.Currently using network to bring in new clients.

Advised private equity investors on how to reduce logistics & other operations costs on a collect - process - return business, ahead of purchase. Identified opportunities to extract value ahead of business purchase now completed.

Having led the roll out of a new trade counter format, I provided transition support to the newly appointed MD of Trade Counters - developing the strategy; designing the structure and change programme/budget, as the business focusses on this channel to generate share and sales growth.

Marketed innovative products to corporate clients, that both reduce their energy costs, and their CO2 emissions

Led a change programme to step change customer service standards and costs within a multi-national brand of electrical appliances. Centralised European operations into a third party provider with leading edge technology.

Engaged with a UK high street homewares retailer, to both change the culture of leadership, and deliver improved operational performance, in their supply chain. Egremont is a unique consulting firm specialising in Retail, Travel, Retail and Leisure. They work with market leaders in the U.K., Australasia and the US with clients including Walgreens, Boots, Tesco and Shell to implement strategy and drive change in challenging and complex situations.

Improved the operating model for in-store fulfilment of internet orders, during the COVID pandemic

Engaged with a UK retailer of health, beauty and pharmacy in their pursuit to introduce dark store picking of customer orders during the Covid crisis. Egremont is a unique consulting firm specialising in Retail, Travel Retail and Leisure. They work with market leaders in the U.K., Australasia and the US with clients including Walgreens, Boots, Tesco and Shell to implement strategy and drive change in challenging and complex situations.

Working with specialist consultants to support a nationwide retailer to undertake a review of their fuel buying contracts and retailing services.

Engaged with a high street financial services and mailing retailer, in their pursuit to both change the culture of leadership, and deliver improved performance, in their franchise branches. Egremont is a unique consulting firm specialising in Retail, Travel Retail and Leisure. They work with market leaders in the U.K., Australasia and the US with clients including Walgreens, Boots, Tesco and Shell to implement strategy and drive change in challenging and complex situations.

Engaged with a Dow Jones listed retailer in their pursuit to both change the culture of leadership, and deliver improved operational performance, in their supply chain. Egremont is a unique consulting firm specialising in Retail, Travel Retail and Leisure. They work with market leaders in the U.K., Australasia and the US with clients including Walgreens, Boots, Tesco and Shell to implement strategy and drive change in challenging and complex situations.

Identified costs associated with returns and repairs to be 3% of sales. Developed plan to reduce to 2% within 2 years.Reviewed and implemented changes to reverse logistics, returns processing and warranty repair services to reduce costs, grow asset value recovery, improve customer service, and protect the Karcher brand and the environment.Change touched call centre operations, website, trading relationships, distribution, returns and repair operations, IT and finance.Delivered benefits of 40% reduction in stock awaiting processing; and a tripling of asset recovery value from returns. Plan is now part of the Karcher UK corporate change programme.

At Bunnings, I led 4 projects. I interfaced with stakeholders to achieve alignment and conformance to new Homebase and Bunnings home delivery proposition, using fulfilment out of stores. I identified, tested and integrated options to flow store orders differently, to reduce depot space required, working capital, labour and store delivery costs. I also led the amendment and adoption of new labour management systems and process improvements to diminish idle time to target levels and enhance productivity on core value adding processes. Finally, I improved store and home delivery returns processes to step change recovery values, without impacting core UK business; reduce costs and root cause reasons for returns with vendors. I also scoped out the potential to adopt a Central Returns Centre to reduce the incidence of returns and improve value recovery.I implemented change across all functions within Bunnings and Argos, plus vendors and third party logistics companies. I facilitated a wide array of projects, through flexible use of change methodologies.

At Homebase as Programme Manager, I conducted business process review on kitchens and bathrooms across commercial, vendors, store operations, regional installations teams, IT, call centre and home delivery. I also installed and instituted change programmes across all functions to improve right first time customer service and slash overhead and service failure. I performed root cause analysis behind home delivery service failure on all product categories and conceptualised a plan to reduce failure rates and enhance customer satisfaction. I facilitated category planning to to move to a multi-channel proposition with seamless customer journeys manage by various functions.

I transformed revenue on Homebase’s showroom business through successful Odina & Schreiber kitchen and bedroom brand launches and the development of new showroom displays that were rolled out as part of store refits. This required the support of the store sales team, installation services, call centre, IT, home delivery and UK and European vendors. This took Homebase upmarket to compete with Wren and Magnet. I strengthened the management of garden seasonal launches by focussing on on-line ranges, promotions and stock introduction and exit. This led to significant outperformance within the market.

Developed, sourced and launched new range of Fitted Bedrooms

Category Manager for all areas apart from Kitchens (bedrooms/beds, bathrooms, furniture).

At HealthAid, a nutritional supplements supplier to independent retailers, I managed a team of 60 people across product development, sales, marketing, production and finance. I also provided executive leadership of the HealthAid strategic review.

From 2003-2006, I was Business Development Manager. I played an instrumental role in a new joint venture that was failing, due to a lack of agreed vision and business plan, plus large cultural differences. However, I made an immediate impact as I led Tesco and the Nutri Centre Board to agree new vision, goals and ways of working; plus a strategy for growth focused on the successful new health and wellbeing web and store formats. I launched a new store model that step changed sales and profit over 2 yearsFrom 2001 to 2003, I took on the role of Project Manager, where I had 3 notable successes. I developed a non-food store model that would transform performance in superstores. I analysed sales performance and designed a flexible ranging, staffing, training and warehouse model that always met the needs of local customers and delivered a return on capital investment. Subsequently this was rolled out to all superstores as part of the refit programme, making a significant difference to the Tesco P&L. On another project I led data analysis and business process review to root cause and design supply chain solutions, influencing the Board to adopt the recommendations and significantly reduce shrink that had got out of control. On another project, I redefined the role of the resourcing team to recruit staff for key change projects and new business ventures in the UK & overseas.It was during this phase of my career that I developed my passion for leading change projects and programmes and was privileged to witness how Tesco planned, resourced and implemented strategic change programmes to improve service, reduce costs and engage their people.

From 1988 to 2001, I was a Buying Manager in Commercial and was proud to be a part of the revolution in product development. I launched a wider range of fruit juice in cartons with spouts, that eventually led to the whole retail sector following suit. I launched new brands of tea and coffee that are just as successful today as they were when they first appeared on the shelf. This led to my appointment as Category Manager in Corporate Purchasing where I led the design and implementation of a value chain approach to procurement that secured up to 40% reduction in costs from reliable sources. I was regularly seconded to new initiatives e.g. training in core skills, work simplification