Malcolm Ross Email & Phone Number

London & Southeast

National Sales Director (England & Wales)

I was appointed to the role of National Sales Director Civils in January 2013.My role was to support my fellow Directors in terms of Budget attainment, and providing financial information to guide them, and support the MD with introducing better working practice. Key Resposibilities were;Develop key accounts National Construction Companies, and National House BuildersDevelop offering in Lintels sector, as the largest distributor of steel lintels in the Uk, we were commited… Show more I was appointed to the role of National Sales Director Civils in January 2013.My role was to support my fellow Directors in terms of Budget attainment, and providing financial information to guide them, and support the MD with introducing better working practice. Key Resposibilities were;Develop key accounts National Construction Companies, and National House BuildersDevelop offering in Lintels sector, as the largest distributor of steel lintels in the Uk, we were commited to staying at the forefront, and improve our service offering.Support of the SDM's (Sales Development Managers "Rep's") by bench marking and KPI's setting "SMART" goals and objectives, and personal mentoring.Key Supplier Initiatives, led by sales and margin generation, after supplier segmentation excercise, & some heat mapping to understand performance regionally.During my time in this role, I worked with the key account Lintel team, where we secured 3 Solus lintel supply agreements (Previously un heard of) the most significant of these was with Barratt Group (Largest House Builder By Units) We attained the deal in 2013, and were approved every year since as preferred supplier upto 2017 without the need to re-tender.Key Factors in this success were, we scored every quarter in excess of 90% on Barratt's in house supplier review, winning supplier of the year and runner up in the 4 years we have had this contract.We took the turnover from £2.5m in 2013 to +£6.0m in 2016. In addition I secured a place for the Civils business on the sub contract ground workers supply agreement, adding £4.7M to our annual turnover, and projected Barratts to our largest account with Direct & Indirect spend in excess if £13m in 2016. Show less

Southern England

• Managing the external sales team in South of England• Team of 8 Sales Reps with a collective budget of £32m• I introduced KPI’s (Key Performance Indicators) in 2008 to ensure we performed in a contracting Market• I developed a Key Account Management role, and worked with Colleagues within the group to support key Account/Framework Initiatives• We saw our business achieve year on year growth from 2009-2013 in double digits every year.• I was declared Head Office Employee of… Show more • Managing the external sales team in South of England• Team of 8 Sales Reps with a collective budget of £32m• I introduced KPI’s (Key Performance Indicators) in 2008 to ensure we performed in a contracting Market• I developed a Key Account Management role, and worked with Colleagues within the group to support key Account/Framework Initiatives• We saw our business achieve year on year growth from 2009-2013 in double digits every year.• I was declared Head Office Employee of the year in 2010, voted for by my colleagues and peers within Civils.• I negotiated a third-party rebate agreement for Barratt, DWH & Ward Homes, which has seen us develop related sales from £2m in 2010 to over £6.0m by 2015. (Sustained in recent years) Show less

Southern.

Responsible for managing the Southern division of the company with 22 staff and a turnover of £6 millionKey areas of activity were;• Grew Customer base by 25%, enhanced margins and managed key accounts• Targeted and grew second tier distribution market (Supply other merchants such as JDP)• Developed link selling model and opportunities• Improved OTIF from 85% to 93%• Created effective Key supplier partnerships (Business Plans shared goals)• Introduced a new Inventory… Show more Responsible for managing the Southern division of the company with 22 staff and a turnover of £6 millionKey areas of activity were;• Grew Customer base by 25%, enhanced margins and managed key accounts• Targeted and grew second tier distribution market (Supply other merchants such as JDP)• Developed link selling model and opportunities• Improved OTIF from 85% to 93%• Created effective Key supplier partnerships (Business Plans shared goals)• Introduced a new Inventory Management system and changed the culture eradicating historic stock losses• Established Personnel Development Plans for all staff (Skill Matrix/Appraisal)• Introduction of extensive bench marking, and key performance measurement• Undertook feasibility study of Midlands operation for board with key recommendations.• Integration of branch into UK plc Show less

Park Gate, Hampshire & Rowlands Castle, Ha,Pshire

Attained Senior Manager Status, having run depots at Park Gate & Rowlands Castle.Rowlands Castle depot had been the regions biggest loss making depot, with significant issues around trading and stock maintenance (Shrinkage)I ensured that we focussed the depot on it's core strengths, and introduced Civils and Drainage into the profile. We delivered outstanding customer service, and brought the entire branch team along on the journey, from being de-motivated, to galvanising an experienced… Show more Attained Senior Manager Status, having run depots at Park Gate & Rowlands Castle.Rowlands Castle depot had been the regions biggest loss making depot, with significant issues around trading and stock maintenance (Shrinkage)I ensured that we focussed the depot on it's core strengths, and introduced Civils and Drainage into the profile. We delivered outstanding customer service, and brought the entire branch team along on the journey, from being de-motivated, to galvanising an experienced team, and developing a "Can Do Attitude" which this was brought about by challenging issues, and agreeing appropriate cose of action.Key Areas of Focus; • Delivered depot Budget and controlled the P&L accounts.• Developed customer base by building strong relationships and focussing on the top & bottom 20 Accounts• Introduced benchmarking performance, in keys areas (Service; OTIF, Pricing “Accuracy” & NOOSE)• Implemented group pricing strategy (Pricing Template) against staff reluctance to change, managed change.• Represented the region on the Keyline computer users group, understanding managers issues and relaying them to steering committee.• Represented the region on Stocktaking development committee (Having turnaround Rowlands Castle depot arguably had the worst Stocktaking record the South c 60 depots). Show less

Southampton, United Kingdom

I was head hunted for this role, during my time with Grahams my key resposibilities were;Delivered depot Budget and controlled P&L accounts;• Retained the depots kitchen business that had been under threat (Service Improvements)• Developed customer base by focussing on top 30 Accounts• Introduced a supplier plan with the depots top ten Manufacturers.• Introduced and executed cost reduction plans.

Camberley, Surrey

Sales representative. Managing existing accounts and developing new business, B2C & B2B also significant work with British Gas.Key areas of activity were;• Increased the customer base.• Reactivated dormant and low spending accounts.• Increased spending of the utilities, such as Water Authorities & British Gas.• Improved trading with independent builder’s merchants B2B Skills.• Secured more business from Major House Builders, Contractors & Sub contract