Full Ownership of E2E resource planning, determining daily/weekly resource need and quarterly forecast for 250+ last mile warehouses across 9 EU countries for a workforce of ~50,000 Amazon and agency employees.Defining and implementing 1-3yr strategy to improve quality through defect reduction, reduce cost through automation and enhance planning accuracy through AI and smart tools. Directed weekly BAU cycle ensuring KPIs of productivity, capacity, cost and accuracy all delivered through robust planning cadence and daily deep dives into missed targets at granular level. Influenced and collaborate with cross functional stakeholders to drive programs delivering reduced cost and improved operational performance.

Full ownership of planning and delivering of EU operational plan for Q4 and sales periods (Summer sales, Cyber Weekend etc) for 250 warehouses and 12 million parcels daily. Directing EU strategy for safety, demand, capacity, network, HR, hiring and performance. Influencing and collaborating with senior stakeholders in all areas to align to the plan and implement ahead of sales periods.Directed capacity enhancement following thorough review of regional capacity vs demand. Developed capacity increase plan through expansion of mechanical conveyors and improved space utilization. Developed CAPEX funding request and created installation plan alongside engineering team.Managed operational impact on capacity of $11M CAPEX installation program throughout the year to deliver 20% increased capacity for peak without leasing new buildings. Managed daily execution, through daily operational call with all key stakeholders. Focused on defect reduction, highlighting and resolving risk to service performance and forward planning for changing demand and extraneous events (such as snow, strikes etc).

Multi-site regional leader with full operational P&L Responsibility, including capex, for 4 warehouses delivering 300K+ parcels per day. Directed IB and OB transport strategy, health and safety, 3PL management, team development, operational processes and KPI achievement. Delivered engagement activity to create improved team engagement and motivation while also focusing on team development, succession planning and performance management. Delivered exception performance across a balanced score card of KPIs finishing the year as the best region out of 12 in the UK, improving from 5th when taking over.

Warehouse General Manager, responsible for full P&L, health and safety, service performance and operational performance of the warehouse. Managed a team of 30 employees, 150 agency staff and 300 3rd party drivers, ensuring all parties adhered to H&S procedures and delivered exception service quality for the customer. Led continuous improvement activity for the warehouse, focused on improving linehaul arrival profile, associate performance and engaging with 3rd party logistics providers to improve service quality and adherence to SLA.

• Delivery of operational and exercise output including planning and logistics for 5 squadrons, totaling 1000 personnel and multibillion pound air assets.• Headquarters lead for planning of draw down and transition plans for Tornado GR4 withdrawal from Afghanistan.• Integral member of the headquarters planning and implementation team, which rapidly deployed Tornado GR4 to Cyprus to conduct operations in Iraq. Normal 2 month planning cycle conducted in 2 days.• Delivery of the Tornado Force Annual Directive including resource management, training output and Operational delivery.• Personnel management of civilian service staff.• Contingency planning for likely operations.• Assessment of deployment feasibility through interaction with multiple organisations.• Allocation of short term Tornado tasking.• Integration with Ministry of Defence.• User representative in the equipment procurement process. • Statistical and SWOT analysis, and subsequent report writing and presentations.

• Operations Manager for a front line operational Squadron ensuring planned output achieved and ensuring long-term training requirements delivered.• Daily resource management of both personnel and aircraft worth approximately £350m.• Responsible for the scheduling, safety and delivery of a multi-million pound flying programme with demanding operational targets. • Leadership and supervision of teams in demanding operational environments, including combat missions in Iraq and Afghanistan, working extensively with coalition forces in operational missions.• Planned and executed a 4 month deployment to Afghanistan for 140 personnel, encompassing operations, logistics, welfare and continuity.• Responsible for all training requirements: devising, implementing and monitoring training plans for up to 30 personnel ensuring operational combat capability. Delivering training, instruction and professional development to individuals and teams.• Direct personnel management, including civil service staff. Duties include staff appraisals, sickness reporting, holiday scheduling, training, and instruction, reporting and career management.• Planned and delivered personal development and teambuilding training days to increase team cohesion and increase productivity.• Budget holder and authoriser of expenditure for a public account, circa 150K.• Negotiation and liaison with a broad range of both external and internal agencies to deliver operational objectives.• Responsible for operational standards, safety and quality assurance.• Identification and promotion of best practice to maximise operational effectiveness and improve efficiency.• Project Manager for a VVIP visit including all requisite planning, organisational and administrative aspects.

• Supervision of 12 multinational senior managers.• Assured delivery of regular training courses for fast jet aircrew within a multinational environment.• Designing, instructing and supervising large-scale multiple aircraft (30+) missions. • Coaching role to groups of 60 multinational personnel analysing and debriefing to optimise planning and resource allocation. • Design and implementation of course content to ensure tactics and doctrine remained current.• Integration of other teams to ensure standardized approach in training.