In my role as Sales and Marketing Manager I manage all digital and off-line tactical marketing activity for Potters Leisure Resort and five other strong umbrella brands, working closely with the design team and agencies and consultants to ensure that all marketing activity is brand appropriate and sales driven.My role encompasses developing new sales channels and brand development opportunities and also sees me taking the lead on business development projects.This role requires a great deal of copy writing, using different styles and voices for each of the brands and I am responsible for creating strong sales lead copy and editing and proofing the copy created by others to final sign off stage. This includes writing for on-line content, tactical mailers, quarterly magazines, press releases, magazine articles, advertorials, magazine competitions, advertising, loyalty programme literature and brochures.I also write and deliver sales training for front line sales staff to increase conversion rates and up-selling opportunities.I have direct line management responsibility for 6 team members, many of whom I have recruited and developed myself, including a marketing executive, social media marketing assistant, digital and offline marketing assistants and a yield manager.

Initially recruited on a temporary contract, I was promoted and given a permanent contract within the first year.I was tasked of sourcing, setting up and launching three new business units. Two of these units were Outreach centres and work in silo. I had to negotiate rental terms, complete health and safety and risk assessments and was responsible for all aspects of the units. I won a National tier award for this work.After a promotion I went on to manage an under performing team, managing them to target within 3 months and then applied for a prestigious project placement, working directly for government on new benefit initiatives. During this time, I worked primarily from home traveling to Norwich office and head office at Sheffield for meetings when required.

Reporting directly to the CEO, this role had responsibility for all UK sales on a B2B and B2C split of around 75/25. My role was to manage teams of sales staff building relationships with key accounts to ensure maximum customer satisfaction and retention. Responsible for multi million repeat and new business sales, I oversaw a sales territory with 15 sales staff for whom I had direct line manager and territory planning and utilisation responsibility.

Reporting directly to the director of sales centres and managing a team of group managers, this role had key accountability for all customer service and ancillary sales relating matters to all customers from UK and Ireland who had booked through call centre, internet and B2B channels, proving an inbound/outbound split of 70/30. I was responsible for maximising headcount utilisation through productivity measures, increasing and developing ancillary sales, devising and managing measurable KPIs and all aspects of operation and call centre management.I lead the centre's FSA regulations project and also lead the CCA accreditation award project.In addition I sourced and implemented various IT and telephony sollutions.I was an “A” performing sales manager throughout my career at Thomas Cook., won the “driving robust decisions” award at the sales mini-conference and lead my team to the "team of the year award" for Thomas Cook UK and Ireland.

Reporting directly to the MD and managing sales and training managers, I had five sales channels within the area.,My role saw me managing and developing all areas of the sales centre including implementing and managing KPIs, introducing initiatives to maximise sales and implementing resourcing solutions to maximise headcount utilisation. I also sourced and implemented telephony solutions.

Reporting directly in to the head of sales and marketing this role saw me lead the existing reservations call centre through a re-branding project, in which they became “Monarch Scheduled” and saw me responsible for the reservations and frequent flyer areas. The calls were mainly inbound and offered an approximate 40/60 split in terms of new and repeat business. I established internal team leader recruitment and development program saw structure established, opportunities opened up and succession planning in place for the first time.I Introduced and managed an outsourcing solutions company for out of hours in-bound service which saw core headcount decrease, sales increase and offered additional hoursMy shift realignment program saw an increase in headcount utilisation I introduced a new telephony system which saw skills based routing used for the first time and increased PCA’s by 30%

Reporting directly to the owner/MD, this role saw me manage a business travel house, which also offered an IATA ticketing function for a consortium of independent travel agencies. During my time in this position, I was responsible for recruiting, developing and maintaining key business travel contracts and all sales relating to these.During my time at the Travel Centre I sourced and developed brand new accounts and managed sales and relationships, was a key team member in the team set up to gain the “investors in people award and oversaw the completion of a move towards a call centre environment.I also created flexible rostering to ensure that business needs were addressed, established a new absence monitoring system, which saw a large reduction in short-term absence and worked closely with the training manager to create new training initiatives for all the sales teams across the branches and re-designed the admin function, which enables a 30% reduction in back-office headcount.