Working as Business Development Manager for my customer base, which included electrical contractors, specifiers, OEM’s, electrical wholesalers and distributors, as well as end users. The role was not regional and as such meant I could be anywhere in the country, if required to be. With a focus on the technical aspect of our products, I could quite often be on site with a client, surveying or offering a value engineering solution in order to offer a cost saving without jeopardising quality or functionality. A keen eye for detail, offering lighting schemes, energy saving calculations and product information, my goal was not just to offer a product, but a solution too.In the same way as the Red Arrow role, seeking out new business and driving it through an electrical wholesaler was a good way to increase revenue via the wholesale sector by rewarding loyalty.

To engage with my customers with the end goal of generating sales and sales opportunities to then follow up to convert to sales. To be aware of costs, cost of sales, gross and net profit in order to maximise profitability from sales revenue. Ensuring each and every opportunity to maximise and optimise sales by cross and up-selling is taken whilst remaining competitive and profitable and not de-valuing the product also. The role eventually became a ‘duo role’; essentially, 1 week of the month was spent on the road visiting customers face to face and the other 3 weeks of the month were office based telesales. The benefit of this was not only to initiate new and build on existing relationships in the wholesale sector, but to also search for and identify potential new business. This could be contractor driven, so the ability to directly channel new business through an existing wholesaler, or a wholesaler of the contractors choice was also key to building on relationships by rewarding loyalty with new or increased business to the wholesaler.

To be the face of YESSS in Rotherham. When I joined, the branch had been open for less than a year and needed to increase its sales and market share amongst the other electrical wholesalers in Rotherham. Essentially, I had to be out there, knocking on doors, talking to customers, potential customers and anyone who would buy from a wholesaler, the public included via our trade counter. I had to have a good understanding of a broad spectrum of products, and what I didn’t know about, find out about and then advise the client! Responsible also for chasing debtors and bad debt and following up with finance on any aged debt to refer to debt recovery. Reporting directly to our Branch Manager, but also having a reporting function to our Regional Manager.

My primary role as Internal Sales Team Leader was to co-manage a team of 12 Internal Sales Account Managers in conjunction with our Internal Sales Manager, each of whom were responsible for at least one, but up to three regional sales areas. Day-to-day activities included managing and motivating the team to achieve agreed targets and meeting deadlines in order to assist our customers to win business on open spec, or specified lighting jobs. There was a focus on motivating the sales team to generate high profit sales on commodity items, therefore analysis of figures was key to identifying trends and opportunities in order to maximize and optimise sales. In addition to this any opportunities to proactively cross or up-sell were also seized. Additional duties included liaising with Senior Management and Directors in order to ensure the smooth running of the business and optimization of the sales team in order to maintain our position in the industry as a market leader. I also acted as central point of contact for all operational areas from goods in to design, specification, technical customer service, as well as production, administration and dispatch. As a team and individually, we were all also responsible for liaising with our accounts team in order to ensure that any accounts overdue or in excess of agreed credit limits are managed correctly to ensure orders are not unduly delayed due to awaiting or pending payment. In addition to my Sales Management role, I acted as office based Internal Account Manager for three regional sales areas, supporting and working alongside my Regional Sales Managers in their respective Field Sales roles, to provide customers with prices, quotes and general sales and product related support. I worked at all times to gain new business, maximize existing business and raise the profile of ASD within the marketplace.

Working as part of the Operational Management team, I was responsible for the day-to-day management of 5 team leaders, each of whom were responsible for approximately 16 customer service advisors. As well as day-to-day management of the team, our primary objective was to ensure the delivery of our client’s KPI’s, which included service level delivery, managing attrition and sickness and absence levels to within agreed parameters.In addition to the Team Manager role, we also took and active role in representing Operations in projects driven by the client in sales and promotional campaigns.

Managing, motivating, developing and coaching a team of approximately 16 customer service advisors in order to deliver a premium level of customer service to our client's customers. Feeding back daily KPI's and continually coaching the team in order to develop each and every member to optimise performance.

Inbound customer service advisor working on the BT Cellnet (renamed eventually as O2 as we know today) contract.

My role was to represent Portland Catering Supplies, visiting our customers at their premises to both trouble shoot and also help to promote new products whilst helping with menu development.

Working at several sites for the company, I was eventually based at Outwood branch as Butchery Manager. This role gave me the opportunity to see the process of procurement through to costing and point of sale and to understand the mechanics of the sales process also.