During this period, I have also supports in various roles, including:*HR Regional trainer and people developer,*HR Employee relations,*P&L champion,*Concept Test store, allowing new initiatives to be tested and worked through prior to role out As a manager, my roles is to ensure that the day to day operation is managed in a way to support the achievement of KPIS. These included ensuring all staff are trained in customer service and up selling where possible, store standards to ensure all H&S requirement are met always. A key role is with the HR function of which I am a developer of people from within the business to support the ongoing succession planning. Specific achievements include: - • Being recognised by the company as Branch Manager of the year in 2014• Short listed from 300 down to 10 people for Retail Rising Star of the year in 2015• 8 -year full green score cards for KPIS – 2012-2016• Highest records sales in division in one week of £110k.

Reporting to the Fit & Focus Programme Manager, I co-ordinate projects requirements with multiple stakeholders to ensure that agreed change projects are delivered against scope, on time and within budget to support the programme to improve efficiencies and reduce costs across the business. Specific accountabilities include: - • Working with key stakeholders across the multiple business functions to co-ordinate cost efficiency. • Support ‘Project Owners’ with the development of their delivery plans (within project framework / documentation)• Review & track project progression against KPIs• Take ownership for specific designated projects• Continuously look for business solutions and changes that we can make to further improve efficiency and save cost• Work with stakeholders to deploy and delivery efficiencies.

As a retail risk manager auditor, I would conduct compliance audits within the group operation, distribution, and retail side. This role would require a compliance audit to be conduct against standard core policies and procedures whilst reviewing these processes to establish if they were still fit for purpose or required change to reduce and associate risk to the business. Specific achievements include: - • Reducing the lead time from the manufacturing, to distribution to retail outlets from 56 days to 14 days • Identifying the risk of the business of falling sales and increased cost within its standalone store but the growth expectancy with the factory outlet and concessions resulting in a shift of direction which was a surge in growth and reduction in costs• Introduction of new company internal procedures and way of presenting these to the operation for Royal Doulton Canada.• Support the transition to the acquisition of Royal Doulton to Waterford Wedgwood and the transfer of its policies, process and epos systems