At the forefront of AI-powered fintech innovation, Epos Now is revolutionising omnichannel commerce with its intelligent SaaS platform. Leveraging advanced AI and machine learning capabilities, the company excels in delivering seamless, hyper-personalised point-of-sale, payment processing, and embedded finance solutions tailored for the digital age. With an insatiable drive for scaling its AI-first technology, Epos Now has rapidly expanded its global imprint to over 75,000 customers across 79+ countries. Garnering swift international recognition, the disruptive force has cemented its position as an industry pioneer, empowering businesses worldwide to unlock new realms of customer experiences through the power of artificial intelligence.As Head of Mid Market I am responsible for spearheading our growth and expansion initiatives within the mid-market segment across current and international markets. Using key strategic activities to develop and execute strategies to identify, pursue, and capture business opportunities on a global scale.Epos Now's innovative AI-powered SaaS platform delivers seamless omnichannel commerce capabilities. The solution suite empowers businesses worldwide with intelligent POS, payments, inventory management and customer engagement tools to propel growth.

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PeoplePlus are a national apprenticeship provider, an integral part of Staffline plc which is the UK’s leading outsourced workforce provider. We have a proven track record in developing partnerships that are driven by employer needs to achieve a return on investment, whilst also putting the learner at the heart of everything we do. We are a values based organisation which exists to help our customers be more successful. We have a clear set of values that drives everything we do. We recognise that not all employers’ needs are the same, so we will work closely with you to design a programme that is perfect for your business. Our versatile, unique and consultative approach has already won the trust of key employers across the UK in both the private and public sector. Quality is very important to us and when Ofsted awarded us a Grade 2 (Good) in 2017 they commended us on our close working relationships with employers. Our ultimate aim is to ensure that doing business with us is simple and enjoyable for employers and learners alike.

Overall responsiblility for, but not only, the Technology, Media, Telecoms and Recruitment markets Overall responsibility and accountability for delivery of the corporate sales targets and improving our key accounts portfolio of clients throughout the groupOverall responsibility for leading group sales pitches to corporate clients and developing key relationships with large corporate clients and partners.Liaise with the Key Accounts department to ensure maximum opportunity is created from existing clients and to ensure corporate clients are account managed to the level appropriate to their needsDevelop and manage the Corporate Sales Strategy ensuring full understanding and commitment to fulfil objectives are gained throughout the business.Represent the business by developing sustained, strong relationships with key external & internal stakeholders, partners & relevant agencies.. Benchmarking performance with external organisations and gathering market intelligence to enhance our competitive position.

Lead and manage a team of highly motivated Relationship Managers working across the UK with education providers. Drive the performance of UCAS’ services to secondary schools and post 16 sector.Develop the team operating model to guide approaches to customer segmentation, targeting and engagement and operational processes.Deliver an excellent UCAS Progress customer experience by identifying and fixing key sources of dissatisfaction.

Managing a multi-discipline sales team comprising Account Managers, Account executives and Telesales Executives, spanning new business generation, key account and relationship management. The team sell solutions across a portfolio of activity including, licence subscription for IAG products, application and data products; media formats and marketing services

Managing directly a sales division of 10 regional sales executives, 2 sales support and Key account managers. This along with supporting the contact centre team of regional agents and working alongside learner services and delivery division has the aim to deliver employer led training initiatives across a variety of specialisms and sectors. From IT frameworks to construction the aim is to engage with organisations of various sizes and locations to understand and support business practices, business plans and growth development.

Now overseeing the direct sales team. Involved in strategy, sector alignment, KAM, marketing awareness and brand growth.

UK with focus on highlighting and delivering WBL, SBL, commercial. Working specifically in regions across the UK to help SME business develop and grow and look at training and development opportunities for the team. Working with National brands to create benchmarks and succession plans. A number of solutions and approaches are available across a multitude of sectorsBrand promotion, key account management, portfolio management

Brand development, apprenticeship development and regional growth, Developed sales strategy and target markets. Working with businesses from all sectors and sizes to implement bpotential apprenticeship programmesWorking to utilise and develop relationships with FE establishments and trainig providersWorking to increase brand profile and develop revenue streams

• Managing a number of projects through placement of Programme Sales Executives• Ensuring a full and concise training manual and programme is in place for each project• Working alongside board members to develop commercial awareness and strategy for the next quarter in regards to sectors and product offerings and target groups.• Set up a development model for internal targeting, training and development.• Managed Diary efficiency to over 90% fulfillment as average for the last quarter• Maintaining accurate and concise statistics and MI reports to be discussed in weekly meetings and monthly strategy meetings• Increased success of team to achieve 300% of results against those when I arrived.• As an employer account manager converted appointments with external clients• Overcoming objections and completing paperwork in line with government statistics• 100% meetings to placements in the last 3 months• Involved in contract meetings with HE providers• Exceptional client satisfaction report• Client development and feedback• In charge of all sales induction training and development for new starters and existing sales staff

In charge of 19 people with varying tenure within a call centre managerIncreased sales from 120k to £380k in 3 monthsIntroduced brand new training programme incl. role plays / scenario based trainingIntroduced new bonus schemes and working structureInvolved in upselling and cross-selling products80% of team now at 120% of targetsUse Sage CRM database systemIntroduce and carry out new monthly and quarterly reviewsCoaching training and mentoring members of the teamStaff development and improving sales techniques

Headhunted by the group to undertake a key role in national sales despite a number of external applicantsDesignated to receive potential leads from local branches and through a series of sales meeting and meeting with senior management up sell the contract to a national level, this was by coaching and mentoring clients and networks to ensure best practice throughout company. Some clients involved public and private sector Increased NDR on 16 national accounts Increased effective communication between branches and head office support departments to ensure we maximized accountsHave hit targets in both conversions and sales figuresWon five major contracts in 2008 alone - with expected GP to be over £8m over contract period. Total contract worth of all wins was at £16mHelping to coach and train office staff on sales techniques and client service to ensure that sales goals are achieved

Employed to develop a new industrial desk, within this start up recruitment agency in Cheltenham, this was a new sector to them The role was to develop a brand recognition and to attract both clients and candidates to make it viable In the first 3 months I nurtured the temps desk to 28 per dayDue to this success the office were branded under a company called Parkhouse IndustrialSince it's conception (Jan 07) I gained a sole supply status to a couple of local hotels for all temp and perm staff, coupled with a sole supply agreement with a local food manufacturing company, which equates to approx £1m revenue per annum plus 3 major national contracts that have been developedThis role has required the use of my initiative and demanded a huge amount of commitment, especially to the 24 hour availability over a 7 day periodEmpowered to market this new brand through various media including the local press and radioManaged all candidate attraction, this again has been about marketing the company to the best and have interviewed a wide spectrum of candidates for a wide variety of roles

In charge of a company call centre of 40 people with the company emphasis on ensuring that we stick to the company goals of hitting ASA's for some of the biggest fleet companies in the UK by providing exceptional customer service The daily activities were clearly stated and we needed to ensure that processes are followed and success will follow Given the task of developing staff by both coaching and training to become managers of the future Implemented a new training programme and have looked at quite an aggressive programme of change to ensure that we have a high strength across the call centre Responsible for hiring to ensure they were always fully staffed, further responsible for all disciplinary procedures and appraisals for the whole call centreCoaching and mentoring team leaders and individual sales members.Staff development personally and professionally

Ready UK - Reason for leaving Company closure; In charge of a branch of 4 people with the company emphasis on ensuring that we stick to the company goals of industrial day labourSince taking over we saw increased productivity by approximately 600% and seen profits increase 6 foldThe daily activities are clearly stated and needed to ensure that processes are followed and success will followResponsible for the task of developing my staff by both coaching and training to become managers of the futureWe had taken on 16 new clients and reinstated 4 former companiesWe also put ourselves in the position to tender for larger contracts due to our greater understanding of the local market

In charge of a branch of 4 people with the main emphasis on re-establishing the branch within the area This has been done by undertaking an aggressive role in regards to lapsed clients and ensuring that we have an up to date database that will help achieve KPI's Responsible for the increased productivity, hours and GP over consecutive 8 weeks and also means the branch is one of the highest for mark-up Empowered to chase all outstanding PO queries, when I left it was sat at one, down from twelve I was also involved in helping the company tender for a £6 million contract and also have had 12 conversions in the last 6 weeks of new customers.

I was in charge of a branch with receivables at £3 million. I had a high number of targets to achieve and ensure the branch was profitable, this was achieved by a high awareness of targets and also ensuring that my staff knew what was expected and how they could maximize their potential. There was a high level of coaching involved and this could be seen with two of my staff being the top two performers in the region for five consecutive months. As I had previously been employed as an account manager I knew what was expected and when I took over the branch we were 80th within the company and when I left we were 8th. I was the top branch in my region and had completed all the management training in half the expected time. I managed to help other branches with raining and collections and this also saw the region reduce its "bad debt" in 6 consecutive months

I initially started with the company from university as a junior account manager and worked my way up to branch manager and at the time was the youngest manager in the company. I was the top performing CAM for 8 months and completed the assessment for manager with top marks. I was initially placed in charge of Gloucester, which had 4 members of staff and had receivables of £4.5 million. I had to ensure that our targets were met and also that the staff maintained their levels of productivity and that I was coaching, training and leading where necessary. I was then asked to take over Merthyr, which was one of the ailing branches with the brief of improving all aspects and ensuring it became profitable. The branch was 110th out of 112 branches and I hat to undertake a massive project management change and this involved assessing the branch needs and staffing needs. I reset all the branch targets and models being used and got all the staff on new targets with a realistic opportunity to earn bonus. I was traveling 2 hours to and from work for 8 months and managed to get the branch to 25th when I left.