Running Professional Services and Software Support for Zetes UK. The professional services team focuses on the delivery of software products and integrations to our customer base. The team includes Project Managers, Back Office Developers, Hand Held Terminal Developers, Business Analysts, Technical Consultants and Quality Assurance roles.

• Coaching three individuals in my team to achieve organisational promotions within the business• Programme managing a portfolio of projects with c.£4 million CAPEX and 15 dotted line reports• Restructuring PMO, introducing new standardised tools and simplified documentation• Involved in prioritising and allocating the duties of the wider solutions team (c.70 individuals)Achievement Highlights:• I installed a new Transport Management System across two business units – the first part of a wider programme to simplify and standardise systems and processes. Circa 2000 routes daily are now planned/executed on a single platform with 90%+ conformance, and business-wide/site-level reporting dashboards reduced KM’s by 2%.• COVID brought unprecedented changes to our ways of working and massive fluctuations in the volume we were used to handling. At the start of the pandemic, the unit returned losses of £200k+ p/w. I was the Project Manager coordinating the business plan and six individual site plans. Within three weeks we returned to break-even. Profit returned to planned levels the next month.• I built the initial plan for the onboarding of 26 customers without disruption of service to our key retailer (M&S). The business was worth £17 million (p/a) within five days after one of our competitors (EV Cargo) went into administration. I managed the plan across our two largest business units.• I led and project managed the review of Gist's Project Management Office (PMO). This involved seven existing documents mended (reduced and standardised), and eight additional tools introduced. I personally adapted and added the tools required.• I programme-managed a transport roadmap consisting of nine projects completed by a team of 15 with a budget of £4 million. I also implemented a new tachograph system resulting in a 10% reduction in non-compliance and an invoicing system integrated into the TMS for over £150M worth of revenue.

• Project lead warehouse system implementations across Temperature Control Services business• Project managed the opening of the new Chesterfield depot and closure of the Sheffield depot• Managed a team of two business analysts, and held responsibility for monthly status updatesAchievement Highlights:• I project-managed the installation of a warehouse management system into three of our operations. The previous implementation had been poor, costing over £1m in damages. I successfully implemented the system for c.20 customers across three sites equating to c.60,000 case pick per day now being systemised with accurate stock and despatch figures for the customer and retailer. My key contribution was creating the format for Gist to implement systematic rollouts, which was the factor that caused such damage before.• I managed the closure of our Sheffield depot and the opening of our Chesterfield site, transforming a 20sq. ft operation into an 80k sq. ft, purpose-built facility in Chesterfield worth £12M. I successfully transitioned systems and c.60 people (the site is now 200+) within a 12-hour period.• In collaboration with the Commercial Manager, I reviewed and refined the RFQ (Request for Quote) process utilised by our global Freight Forwarders and produced a standardised table and scenarios for the freight forwarders to respond to. Seven countries ran the new RFQ process with average savings of 7%. The largest was Australia at c.£20 million turnover per year with the total value for the regions being £40 million. This led to the doubling in size of the global freight team from 20 to 40 to support the new work.• The Operations Controller of Temperature Controlled Logistics (TCL) wanted a process to manage his sites with more clarity and focus within sites on key tasks. The templated process I produced covers six sites and £150M of turnover per annum. The process has now become business as usual for these sites.

• Acted as Logistics Manager, responsible for the transport department and a c.10 million budget• Ensured legal standards in the department, defined processes; responsible for all costs• Responsible for daily service to 450 Starbucks stores and 100 EAT stores• Managed a team of eight managerial reports, 100 drivers and 30 drivers’ matesAchievement Highlight:• I maintained the department’s performance whilst the majority of the senior team was deployed to the United States to assist implementation there. I quickly assumed duties from the previous incumbent and worked with a junior team to maintain service. I was responsible for a c.10 million annual budget in the transport department. I ensured legal compliance, re-worked the rota system to provide better driver coverage of routes and managed the team managers. The business was able to stabilise the implementation in the United States. Though the role ultimately did not suit me, I contributed to a wider success in a business relationship that continues to grow.

• Sold solution-design capability to internal and external customers• Provided solution-design services and ensured 90% of time was paid forAchievement Highlights:• We undertook a significant body of work for our parent company (Linde Gas), which resulted in multiple placements to countries including South Africa, Canada, and Germany. This involved identifying potential network opportunities through transport modelling and reviewing the use of the planning systems. During my six months in South Africa, I was able to provide solutions identifying over £20 million in savings, just over £10M of which was realised by the operation. This was the biggest value identified and realised for any country as part of the programme.• I was responsible for building the base schedules for the implementation of the current Starbucks distribution network. Previously, Starbucks stores had up to eight deliveries daily. The new model reduced this to one delivery per day, which was a new concept for them. I created the transport network for the primary depot, five outbases, and for more than 800 stores. This included creating a unique schedule for the Olympics in London shortly after the implementation. Gist successfully tendered for a warehouse in the USA based on the service we provided in the UK.