I lead and upgrade operational efficiency across all 40 delivery stations to achieve compliance with national process change demands, achieving designated quality targets. I provide support in upgrading safety and working standards across multiple sites in close collaboration with amazon standards team. I develop plan and deliver effective training to associates at all levels that optimised their competences. I assist and improve manpower demand plans, schedules, quality initiatives, process change initiatives, and assist business to accomplish year-on-year improvements within its operating plan. I offer innovation in developing long-term strategies, establishing flexible and agile Amazon Logistics operating model to meet future customer demands. I work with key business partners such as Transport & Sort, ISP Management, Finance, Loss Prevention, IT, HR, ACES, and engineering to deliver operating plan and secure required support and resources for projects and initiatives.• Saved £450K cost per annum and delivered 5.7% increase in number of shipments per route by supporting in augmenting efficiency of routing software for one of most complex delivery stations• Received fast track promotion from operations manager to delivery station manager in February 2015 for delivering exceptional performances.• Accomplished 42% reduction in customer complaints in first year by establishing and introducing innovative delivery procedures, while leading project team.• Minimised operational accidents or near misses by conducting process analysis, resolving critical issues, and executing training/development programmes in cooperation with site leadership team.

I steered change trends at Amazon’s new 900,000 sq. ft. fulfilment centre according to process standards, while directing inbound/outbound processes and warehouse management systems. I hired, built, managed, coached, and motivated a workforce, including eight shift managers and 16 supervisors for performance optimisation. I formulated and implemented a number of process improvement initiatives, ensuring the best possible client satisfaction and retention for business development. I augmented efficiency of low-performing areas by managing and contributing in large scale Kaizen events. Received promotion from level four area manager to shift manager in 2011 and again in 2013 to operations manager.• Acknowledged with various promotions, including area manager to shift manager, operations manager, delivery station manager, and senior operation manager.• Decreased attrition levels from 12% to 0.9% and sickness levels from 6.7% to 1.7%, as well as led pay defects to zero by resolving issues and delivering additional training to management team.• Augmented pick rates by 31% and provided data of a possible $400K saving by decreasing none value added tasks, introducing an internal transport system, and targeting stowing/rebin areas.

I have administered a fleet of 40 MHE’s and minimised risks by devising and applying robust maintenance and check procedures. I have devised and employed an innovative internal and external communications strategy for essential information transformation, acquiring though company new “Communications Zones”.• Motivated and attained 50% employee attendance, while implementing and administering an NVQ course for various functions within warehousing business.• Reduced 40% damage by managing company “Total Quality to Reduce Damages’ initiative” and formulating operational roadmap.• Launched a brand new 260,000 sq. ft. distribution centre, revamping processes and forming standard operating procedures, comprising internal controls.

Joined to spearhead operations at this new 170,000 sq ft B&Q distribution centre, incorporating a temperature controlled horticultural area, a cross-docking section for around 70 vehicles daily, and a national re-cycling areaHeading up the start-up project for the new warehouse, slashing projected costs by £200K and introducing a comprehensive training plan designed to skill up staff in all functional areasResponsible for maximising warehouse operational efficiency through creative layout design, together with structured performance management in the form of strict KPI’sDriving high efficiency and quality standards through a range of creative initiatives, leading to a 60% landfill cost reduction and marked increase in recycling outputSuccessfully engaging employees in operational improvement strategies through the introduction of regular discussion groups