Jon Leeper

Jon Leeper Email and Phone Number

Sector agnostic strategic leader & transformation expert. Delivering impactful change and excellence in Logistics, Supply Chain, FMCG, warehousing, transport, systems, etc.Director, Programme / Senior Project Manager @ Iolite Ltd
Jon Leeper's Location
Newcastle Upon Tyne, England, United Kingdom, United Kingdom
About Jon Leeper

It is easy to look at me and think I come from a heavy metal band (I’d love to think that Amon Amarth, Slayer or ZZ Top spring to mind) ride a Harley Davidson or, in the opinion of my mother (and whose mother is ever wrong?) am the reincarnation of an Old Testament prophet! (😁🤣) You would, however, be wrong! I am even more interesting than that! Aside from my MSc in Explosive Ordnance Engineering (military, not mining) and my 23 years in the military and defence worlds, I have worked across enormous organisations with hugely challenging logistics problems. So, when I say I can move stuff, I mean it. And when I say 'stuff', I mean everything from large scale volumes (such as a Battlegroup from Germany to Poland or thousands of items of post) to highly complex items (such as Covid-19 tests or terrorist bomb making equipment) all of which require intense logistic expertise. I can manage things, transform even the most moribund, or failing service, I can hugely improve your processes, procedures, or business because in the Army, failure is not an option. If things don’t work or are late in the Army, people can die. So, I can do these things calmly as there is nothing that could be as intense as commanding soldiers to fire back when people are shooting at you.For example, I used to run the Post Office - or rather the military post office in Germany, about which, I would imagine you know very little, so let me tell you at the time British Forces Germany numbered about 30,000 serving personnel with a similar number of family members and the same again in Civil Servants. So, 100,000 people give or take, in a foreign country looking to my team, 115 people, to keep them in touch with friends and family at home. Remember that this is back before internet, email, messaging, etc was as easily available or integrated. You can see how that might cede into my career now. I have worked for nearly 6 years in civvy street, 4 ½ for Amazon, now and I can say with some justification, you are unlikely to get anyone who has seen more, done more, or moved more than I have. What's more to boot, I am lovely, funny, charming, resilient, authentic, honest, value-led, creative, and curious leader who strives to bring the best out of people. I believe that true leaders drive forwards, from the front, setting the example and initiating beneficial change whilst bringing the entire organisation with them, and I am one of those.“Behind every great leader there was an even greater logistician.” - M Cox“The line between disorder and order lies in logistics…” Sun Tzu

Jon Leeper's Current Company Details
Iolite Ltd

Iolite Ltd

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Sector agnostic strategic leader & transformation expert. Delivering impactful change and excellence in Logistics, Supply Chain, FMCG, warehousing, transport, systems, etc.Director, Programme / Senior Project Manager
Jon Leeper Work Experience Details
  • Iolite Ltd
    Managing Director
    Iolite Ltd Apr 2022 - Present
    United Kingdom
  • Pwc Middle East
    Technical Program Manager
    Pwc Middle East Aug 2024 - Sep 2024
    Saudi Arabia
    Warehousing Performance Review• Support the MNG in reviewing the performance of warehouses used to store arms, ammunition and dangerous materials.• Support the MNG in reviewing management mechanisms, storage procedures, readiness etc.• Support the MNG in identifying strengths and weaknesses in warehouse performance.• Support the MNG in creating a report that summaries warehousing performance and defines recommendations for improvement.Warehousing Safety and Security Equipment Review• Support the MNG in reviewing the safety and security of warehouses used to store arms, ammunition and dangerous materials.• Support the MNG in reviewing safety and security across processes, skills, equipment and infrastructure etc.• Support the MNG in identifying strengths and weaknesses in warehouse safety and security.• Support the MNG in creating a report that summaries warehousing safety and security and defines recommendations for improvement.
  • Stryker
    Technology Program Manager (E2E)
    Stryker Sep 2023 - Apr 2024
    Amsterdam, Banbury, Remote
    Stryker are a world leading S&P 500 medical technology company that provides medical equipment and services around the world. They are engaged in a complete transformation of their European logistic capabilities to facilitate a projected growth in sales from $0.5B to $3.6B over the next 3 years. I was brought in to lead the End-To-End planning and execution of the pilot programme.Programme Scope;• 3PL Integration, including stock management, warehousing, pick & pack, and transportation.• Process alignment / integration / transformation. • ERP integration, Oracle & Blue Yonder. • WMS Transformation, Oracle & Blue Yonder.• Operational cutover.Key Responsibilities;• Finalised the operating model and structure for the programme execution, identifying key stakeholders, outlining roles, processes, and responsibilities.• Managed the integration and delivery of the various Stryker Project Teams feeding into the Programme as well as the 3PL delivery teams.• Led and organised steering committee meetings with internal & external executives. Provided status updates on programme health, facilitated key decision-making, presented risk and mitigation plans.• Reviewed the end-to-end testing plan, including System Integration Testing (SIT) and User Acceptance Testing (UAT), to ensure completeness and achieve a test coverage of 90% or more.
  • Pwc Middle East
    Supply Chain Specialist - Ammunition
    Pwc Middle East Jan 2024 - Mar 2024
    London Area, United Kingdom
    I was contracted by PwC to undertake an ammunition SME review of an existing ammunition manufacturer, the ammunition market in order to identify opportunities for business development and transformation within the ammunition and explosives space. The report was used to inform a potential investment group on potential growth, costs and risks associated with the procurement of the company.
  • Rs
    Dtp Programme Manager
    Rs Oct 2022 - Mar 2023
    London, Corby, Remote
    Deliver To Promise is the RS project designed to provide a meaningful and accurate delivery promise date for every customer which is aligned and visible on all systems and websites. In order to achieve this Best-in-Class, SAP technology will be used to calculate the delivery date and be the single source of truth for promise dates on all platforms, including the web. To do this, all back-end systems, processes and data will need to be lined up with the customer facing front-end systems. New metrics and data will then support continuous improvement and enable RS to sustain and extract the benefits of the innovative solution.As the Programme Manager I was;• Responsible for the E2E management (planning, delivery, monitoring, control & closure) of the programme with focus on business change.• Overarching responsibility for the Digital, Product, Inventory, Technology, Markets & Supply Chain Projects.• Responsible for the Programme Budget, @£5M Capex & @£4M ongoing Opex (Yrs 2-5).• Translate the Programme Definition into a workable plan with agreed resource plan, budget, governance approach, and deliverables / milestones. • Develop detailed costs / benefits, benefits realisation plans and investment proposals.• Provide leadership to, and facilitate the work of, multiple cross-functional project teams.• Ensure delivery to agreed scope, time, cost, quality & benefits.Achievement Highlights• In the first 6 weeks of the contract, I redesigned the programme, realigning the goals / deliverables / resource / budget and benefits delivering a new project plan, budget & benefits log to the Steering Committee. This was immediately, and unanimously, adopted, including the £2.5M Capex & £1M Opex increase.• Led the programme through build completion, business transformation, including process and system change, completed System Integration testing, and into User Acceptance Testing.
  • Amazon Logistics
    Senior Logistic Transportation Programme Manager
    Amazon Logistics Feb 2021 - Apr 2022
    London, England, United Kingdom
    Amazon Logistics is the internal logistic provider for all Amazon sites and personnel. During the Covid-19 pandemic Amazon introduced a system that offered PCR Tests to all personnel. These tests were taken on site and then processed in an Amazon laboratory in the UK.After the initial pilot in the UK I was headhunted internally to deliver this programme throughout the EU. Some of the roadblocks already identified were: the movement of potentially live Covid-19 samples across international borders, achieving guaranteed door-to-door transit times less than 24 hours to ensure sample integrity, tracking up to 25,000 individual samples in transit and developing robust metrics to clearly identify pinch points and opportunities in the process.I created a multi-nodal transport network throughout the EU using existing 3P road and air networks.I designed and wrote a Power Query to pull data from four separate sources and show the end-to-end flow of tests from test receipt to delivery of results for approximately 250,000 associates in 450 sites over six countries. I created a new dataset to determine actual courier arrival times on site. I then developed it into metrics to hold couriers to account for collections outside the collection window.The number of EU countries offering tests grew from 1 to 6, target was 5.On time door-to-door delivery was maintained at over 99% for the network, target was 97.5%.The network of sites offering tests grew to over 450, target was 400.Site testing rates grew to over 30,000 tests per week, target was 25,000.The new Query saved six man-hours per day, 30 man-hours per week. This query is still being used as the cornerstone of daily deep dives and reporting.Prior to the new metric, there was no way to track courier arrival times. It also enabled the team to determine whether missed collections were the courier's fault or a site error. Test kits being delayed dropped from an average of 14% to an average of 6.5% 2 months after.
  • Amazon Fullfillment Centre
    Regional Logistic Operations Manager - Uk East
    Amazon Fullfillment Centre Jul 2020 - Feb 2021
    London Area, United Kingdom
    2 years after I joined Amazon the role of Regional Logistic Operations Manager (RLOM) was created, and I was promoted into it. This role took the strategic aspects of the Logistic Operations Manager role with expanded responsibility for the 4 other major sortation centres across the eastern half of the UK. 2 of these were in the final stages of being built and launching into the network.My remit included technical oversight the routine logistic tasks carried out by the site Logistic Operations managers with an active role as the SME for all the senior leadership teams.I trained and coached 4 new Logistic Operation Managers.I refined and implemented the detailed logistic processes and procedures for all 4 sites, including 2 brand new launches.
  • Amazon Fullfillment Centre
    Logistic Delivery Programme Manager
    Amazon Fullfillment Centre Sep 2020 - Jan 2021
    Due to the impact of Covid-19 Amazon Prime Week was delayed, from its usual mid-summer slot, to just before the Xmas peak. With the launch of 2 new sortation centres into the network the logistic strategy and package flow needed to be reassessed and amended to cope with the anticipated volume.My remit was to represent the interests of the sortation centres within the central planning & delivery team in order to ensure that the plan was deliverable.I conducted a study into the potential capabilities of the sortation centres in my network, including those due to launch prior to Xmas, so that I could understand the pinch points and inform the transportation network creation.I worked with the central team, the first time that the sortation centres had been directly represented, to create the new transportation network ensuring that sortation centre volume flow was a primary driver in both route selection and vehicle scheduling.Because of the forward thinking and planning the sortation centre network delivered a successful peak overcoming significant issues in the final mile delivery caused by the impact of reduced staff numbers.My 4 sortation centres delivered the best performance of the network successfully completing over 20,000 vehicle moves, across over 500 routes, delivering more than 9M customer packages in a single week.
  • Amazon Fullfilment Center
    Logistic Transformation Programme Manager
    Amazon Fullfilment Center Feb 2020 - Sep 2020
    London Area, United Kingdom
    One of the sortation centres within my Regional Logistic Operations Manager (RLOM) responsibilities was not able to operate at peak efficiency due to a limitation in the rate that packages that could arrive and depart the building.My remit was to deliver a programme to increase the volume flow though the sortation centre to allow the internal operation to process up to 750,000 packages in a day.I studied the flow requirements for optimal internal operations, identifying both overall volume flow, input and output flow and scheduling requirements / priorities. I identified that in order to deliver the required operational output I needed to increase the throughput of vehicles from @50 per hour to @120 per hour.I designed a new external layout, including replacing the existing 3 lane (2 In & 1 Out) gatehouse with a new 3 In lane design, creating a new 2 Out lane gatehouse and changing the existing road layout to better suit the new vehicle flow.I wrote and presented the internal business case gaining approval for a £10.5M outlay on the new yard design.I then managed the programme through planning, building control, construction and launch. This was achieved without any adverse impact on the operation which was maintained throughout the process.The new layout, combined with the instillation of new Check-In technologies and procedures I designed, pioneered at my site and now standard fitment across the Amazon network, delivered a sustained peak vehicle flow of 150 vehicles per hour for 5 hours and a steady flow of 120 vehicles per hour.The entire programme was delivered within 8 months, against an estimated timeline of a year, and @12% under budget.
  • Amazon Fullfilment Center
    Transport Project Manger
    Amazon Fullfilment Center Aug 2019 - Aug 2020
    London Area, United Kingdom
    Drivers visiting the sortation centre in Rochester were parking on the side of the roads in the local vicinity, where there were no facilities, to take long breaks. This resulted in disruption, local outrage and negative press reports.I was tasked to deliver a project to understand the root causes of the parking and implement the changes necessary to stop the behaviour.I undertook a detailed study to determine the root causes of the behaviour. There were 3 main causes identified; no / limited commercial truck stops, scheduling issues related to journeys in excess of 20 hours and European ‘tramper’ driver culture.To address the lack of commercial truck stops I submitted a business case to build a new £15M Amazon parking area, complete with full driver facilities, next to the sortation centre.To address the scheduling issues, I introduced a new cross-border logic that automatically took into consideration legal requirements and amended transit times to allow long breaks to be taken in more suitable regions.To address the cultural issues, I introduced a new system for monitoring carriers, identifying repeat offenders and issuing sanctions against them.New parking area delivered on time and @£2.5M, just under 17%, under budget.Parking in the local area fell from >120 to <10 per day. Complaints fell from around 2–3 per day to <1 per month. The County Council praised my efforts to keep the locals informed. We went from negative national and local press, to positive coverage about how we were combating the impact Amazon had on the local area.
  • Amazon Fullfilment Center
    Logistic Operations Manager
    Amazon Fullfilment Center Aug 2018 - Jul 2020
    Rochester, England, United Kingdom
    LCY8 was the first fully automated Sort Centre to launch in the EU. I was recruited into the Launch Team & designed, developed & implemented the logistic processes & procedures that enabled growth from zero to over 3.3M packages processed weekly, with a max throughput of over 600k packages in one day.My primary role was the delivery of an efficient & manageable flow of customer packages through the yard & into / out of the Sort Centre itself. This involved ensuring that the vehicle / package flow enabled the Sort Centre to operate at peak effectiveness whilst ensuring a safe working environment & minimising HGV impact on the local area.
  • Defence Equipment & Support (De&S)
    Operations Officer
    Defence Equipment & Support (De&S) Aug 2016 - Aug 2018
    Bristol, United Kingdom
    The Defence General Munition Project Team procures, stores, maintains, and delivers all non-guided munitions for operations and training worldwide. It maintains an inventory of @700 items with a Gross Book Value of @£1.8Bn. Annually an average of @£300M of munitions are processed, issued, and consumed at training with a further @£100M deployed on operations worldwide.My primary task is to examine the impact of new Treasury Accounting Rules and design and implement systems to deliver support to our customers. These changes had an effect, amongst other things, on the customer responsibilities, stockpile management and procurement planning. To achieve this, I project managed the design and implementation of a bespoke Enterprise Resource Planning Tool. In its first year of operation it has:• Developed the first customer endorsed quantitative model for munitions procurement.• Identified @£200M of potential stockpile reductions by applying Lean Supply Chain methodologies.• Identified @£20M of potential efficiencies and training opportunities.• Decreased the munition Inventory Managers workload through the application of data mining techniques whilst increasing transparency and reporting / KPI effectiveness for the customer.The Ops team provides input to the strategic and tactical planning process for the initial deployment and sustainment of British forces as well as the day to day running of munitions depots, munition storage and use. To achieve this effectively I have:• Developed a new electronic system of recording operational munition deployment, sustainment and disposal that allows for easy data interrogation reducing the time taken to log, process and deliver effect by @20%.• Improved the utilisation of my staff through delegation whilst maintaining customer confidence through close liaison and frequent personal interactions.
  • Defence General Munitions Project Team, De&S
    Plans Officer
    Defence General Munitions Project Team, De&S Aug 2013 - Aug 2016
    Abbeywood, Bristol
    I provided technical advice to the customer, up to Senior management level, influencing requirement setting, KPIs and in year performance management data to ensure that effective, efficient, and affordable plans were created. To improve clarity and simplify reporting I redesigned and implemented a new system for requirement planning and reporting.• This provided a quantitative model to allow the customer to apply realism to the training requirement.• Allowed for real time monitoring of performance which identified over/under consumption allowing resources to be targeted more affectively.• Identified a @£50M saving in munitions training for Defence.As the Plans Officer I co-ordinated, collated, and submitted all stockpile planning data in support of the Stockpile Planning Steering Group and Weapons Operating Centre. I created a new system of reporting that:• Delivered an easily understood Red/Amber/Green metric of stockpile availability.• Reduced the reporting burden on the Inventory management staff through the central collation and storage of stockpile data.
  • 24 Regiment Rlc
    Officer Commanding 30 Postal & Courier Squadron
    24 Regiment Rlc Jul 2011 - Aug 2013
    Bielefeld Area, Germany
    30 Postal and Courier Squadron managed postal services to both military and entitled civilian population across Germany. Delivered through 24 post Offices and a central depot handling over 850 tonnes of mail annually.I managed 115 military and civilian staff both employed within the central depot and spread across Germany. During my Afghanistan deployment I was additionally responsible for 56 soldiers, often serving alone, throughout the Middle East. I was accountable for all annual reporting, training, career development, discipline, and welfare. Through my leadership and management, I was able to:• Create a noticeable improvement in morale, despite the negative impact of 3 redundancy tranches, noted in my annual report.• Develop, mentor and coach my staff to a level where they were not only competitive but excelled against their peers. This combined with my written and verbal appraisals meant that I not only achieved more promotions than any other commander in the Regt but also took 30 Sqn from being viewed as the worst to the best Sqn to serve in across the Regt.• The smooth and efficient running of the postal service both in Germany and the Middle East which is a key factor in the maintenance of morale for everyone.My deployment to Afghanistan spanned the Christmas period which sees an increase of @400% volume in mail sent to deployed troops. I was tasked to complete a detailed study of mail service provision throughout Afghanistan. I developed a new deployment plan and amended working practices and procedures that resulted in:• The design of a new main depot utilising existing infrastructure with minimal alteration.• The movement of depot operations without interruption or degradation of services delivered.The introduction of hand held bar code readers and inventory management systems which not only reduced sorting times by 25% but also allowed for a reduction of 10% in the deployed manpower without any adverse effects on delivery.
  • Directorate Royal Logistic Corps
    Staff Officer Grade 2 - Equipment
    Directorate Royal Logistic Corps Aug 2009 - Jul 2011
    Deepcut, Surrey
    • Designed, developed and presented the HQ LAND Forces Logistic Whole Fleet Requirement based on the new structures introduced by the Strategic Defence and Security Review which informed Defence procurement.• Represented Defence as the customer for the Materiel Distribution Project, responsible for ensuring that the capability delivered met the military requirement whilst utilising the best technology and delivering within time and budgetary constraints. • Logistic SME to Safety Panels established in the wake of the Hadden-Cave report reviewing over 500 Safety Case Reports to ensure they were fit for purpose allowing continued operational success and demonstrating MOD compliance with all relevant legislation.
  • Northern Ireland Support Battalion
    Officer Commanding 54 Transport Squadron
    Northern Ireland Support Battalion Mar 2006 - Aug 2009
    Lisburn, Northern Ireland
    • Responsible for the movement of all military personnel, including senior officers up to General level and visiting VIPs within Northern Ireland, ensuring their safety and security whilst still allowing freedom of movement throughout the Province.• Co-ordinated and managed the provision of sensitive and covert movement of equipment, material and personnel and the provision of specialist vehicle support throughout the Province ensuring operational integrity was maintained and ongoing investigations were not compromised.
  • Hm Forces
    Army Officer
    Hm Forces Jul 1996 - Mar 2006
    A variety of career development roles including comanding a transport troop on operations in Bosnia, running an Ammunition Supply Depot in Northern Ireland and working as part of the Defence Training Transformation Programme developing coherance within the Defence College of Logistics.

Jon Leeper Education Details

Frequently Asked Questions about Jon Leeper

What company does Jon Leeper work for?

Jon Leeper works for Iolite Ltd

What is Jon Leeper's role at the current company?

Jon Leeper's current role is Sector agnostic strategic leader & transformation expert. Delivering impactful change and excellence in Logistics, Supply Chain, FMCG, warehousing, transport, systems, etc.Director, Programme / Senior Project Manager.

What schools did Jon Leeper attend?

Jon Leeper attended Cranfield University, Royal Military College, Shrivenham, Army School Of Ammunition, Royal Military College Of Science, Shrivenham, Royal Military Academy, University Of Warwick, King's College School Wimbledon.

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