From role of senior project manager I transitioned into the position of Head of Projects. Still working on key projects but with additional responsibilities for overseeing and developing a team of 10 project managers (ranging from experienced seniors to juniors requiring additional support and development). This role offered the chance to work within the senior leadership team within the business helping to shape organisational structure changes, guide business development strategy and coach and develop colleagues both within my team and across the wider business.As part of the role, I was put through a 6 month leadership training course led by a professor from the Cranfield School of management. This course was offered to 4 senior leaders from the business to provide us the tools to maximise our output and infuluence over the organisation. As a result of this additional training Ifeel my management style has been revolutionised and results were seen almost immediately with regards to my output and my relationship with my team and the wider business.During the period I was Head of the Projects Department the turnover of the business almost doubled bringing with it great opportunities to execute new work for new clients challenging the whole team to adapt quickly to new scenarios, it also meant recruiting for new members and upskilling existing staff within the organisation to joint the team and this was another responsibility I undertook.

I joined Dimension as a Senior Project Manager. This meant taking responsibility for the largest and most high profile programs in the business. Working closely with the 2D Graphic, 3D Technical and 3D Creative teams. I was heavily involved in the early design design phases to guide projects from a technical and cost efficiency point of view.After the design phase, I was responsible for creation and sign off of prototypes and arranging signoff with clients and sales team members. I then ran full scale production. Projects ranged from a small handful of bespoke premium units to large scale programs with 10's of thousands of components and as such, communication with internal stakeholders and departments was essential, ensuring all components were available on time for final assembly. I then arranged final delivery and where required, installation of the finished goods. As a Senior PM I was heavily involved with sourcing new suppliers, auditing existing ones and on occasion, agreeing SLAs with suppliers to ensure we could continue to serve our customers to high standards when outsourcing work.Away from projects work, I was heavily involved in small interdepartmental teams to drive business direction in Sustainability, FSC registration among other things.

In November 2017 I stepped up into the role of Senior Project Manager within Creative Idea, this meant taking responsibility for the largest, most important and most financially significant projects within the business. I also moved to take a far more significant role in managing and developing more junior members of the Design and Project Management departments helping perform bi-annual reviews with each member of the teams and working on personal development plans in situations where any individual was struggling. To aid in this, the company saw fit to put me through management training with other senior personnel within the business which gave me excellent insight into better man management techniques.During my time in this role I have successfully executed individual projects with a value in excess of £1m apiece as well as other equally important but smaller projects for new and established clients.

My role as a Project Manager at Creative Idea provides me with an opportunity to work with a wider range of clients than ever before particularly in the more demanding beauty and fragrance market along side sporting and electronics brands. The role involves balancing direct client contact plus internal partnerships with the sales team to ensure the client always receives the best and most suitable service. The range of projects I am involved with at any particular time is huge, I generally work on large scale, high value roll outs alongside individual premium, bespoke units. This role demands I have an excellent working relationship with a large range of suppliers in every area both in the UK and abroad. I oversee projects from concept stage, through prototype and production into delivery and installation becoming heavily involved in all aspects at every stage.

From my position as Project Coordinator I was asked to take on a Project Management role. This was a big step up and gave me the opportunity to take on a significant amount more responsibility. This role centered around our largest client, Tesco plc. I was involved in running the account alongside SDIs Sales Director and was able to attend all meetings between the two companies, this gave me significant input into what work we undertook and advise the client from a technical standpoint. One part of the position I particularly relish is getting involved in several large projects from concept stage right through to delivery including a £1.5 million contract to manufacture Online Shopping trollies. I am also heavily involved in forging relationships with our newest and most promising clients gaining valuable experience in the sales side of the business. This part of my role allows me to be extremely creative and I enjoy coming up with solutions for clients specific needs and working with the design and prototyping teams to bring them into fruition.

Moving from a position as a buyer within SDI I was asked to become the companies first Project Coordinator. This role was a bridging position, working with both clients and suppliers. Using relationships developed through my previous day to day buying role I was tasked to help the company 'buy better' and gain improved terms with our suppliers. I also achieved significant savings on several large projects improving the final margin to the company. This was the first role in which I had significant and prolonged relationships with our clients including M&S, Tesco and Office Depot. I would work along side account managers to set up the biggest projects and deliver the superior level of organisation and reporting which has become essential in the industry.

This was my first permanent role within SDI, I had originally been employed on a temporary basis to help develop the Acrylics department which had recently been relocated to Leicester. The buying role was a step forward and gave me sole responsibility for the purchasing of all materials and equipment utilised by the Acrylics Department. My day to day role was to work closely with the Estimating team and Account Managers to schedule the arrival of material when required and to buy it at the best possible prices. This role also required a very close working relationship with the Acrylics Manager to ensure that material was always available to continue with the required jobs while not investing capital before it was required. This role was invaluable in getting to grips with the POS industry and gave me a comprehensive understanding of not only our supplier base but also the requirements of clients and the manufacturing team.

Joining Bank of America as a temp following Graduation from University, I was quickly taken on in a permanent capacity. The role was originally customer centric, dealing with claims and cancellations over the phone. From there I was seconded into several roles including management/supervisory cover, offering team leader support where necessary. Sales Development Manager, a role centred around driving performance from staff through competitions, rewards and recognition. I was also given to opportunity to manager a sub-contracted call centre in Glasgow for a three month period in which time I was able to significantly boost performance.