Our full commercial service can be tailored to your needs and includes: Office Removals Storage - Archive/Document and Containerised Storage I.T and Server Rack Relocation Crates - Unlike other removal companies, we manage our own crate distribution, ensuring excellent service from start to finish. Waste Disposal and Recycling Telephony Services Cleaning Services Shredding of Confidential Paperwork. Fully monitored service to ensure secure disposal with piece of mind.Clockwork is an ISO 9001, ISO 14001 and OHSAS 18001 certified firm. For more information, you can visit our website www.clockworkremovals.co.ukWe are members of the British Association of Removers Commercial Moving Group (B.A.R CMG) and operate in 17 different locations nationwide.

Develop a schools marketing strategy promoting revenue generation, excellence and integration within the wider community. To research funding opportunities to increased profits, enhance profile and increase use of facilities.Responsible for all of the disciplines of Finance, Human Resources, Estate Management, Administration, all general Training and Development of staff, Strategic planning, including to ensure the school makes best possible use of the sources available.Preparation of,annual estimates of income and expenditure. To obtain agreement to budgets, and to monitor accounts against budgets. To prepare regular management accounts for budget holders and stakeholders.To use financial management information, especially benchmarking tools, to identify areas of relative spend, assess trends, and directly advise the Senior Management Team accordingly. To prepare the final accounts and liaise with the auditors. To provide detailed management accounts for the Governors and Head according to an agreed schedule, reporting immediately any exceptional problems. To be responsible for overseeing the maintenance of the school sites and the buildings, the preparation of maintenance schedules and the efficient operation of all facilities on properties.

Responsibility for the largest depot in the Home Delivery Network with circa 100 staff and an expenditure budget of over £5 million per annum.Maintenance of National Service Quality standards across all products.Generating new business growth for contracts up to 5,000 parcels per annumProduction, review and meeting of financial year, monthly and weekly expenditure targets Adherence to business and ISO audit standardsEnsuring minimum business and legislative Health and Safety targets and standards met.Reduction of Good Lost in TransitProduction and maintenance of Business Continuity PlansEnsuring all KPI targets across the Balanced Scorecard met or exceeded.

Development of a consistent contracting framework for Patient Transport Services incorporating agreed performance, financial and quality standards.Ensuring contract specifications are prepared and provided to internal and external stakeholders ensuring consistency Proactive management of contracts ensuring contract data is obtained, quality assured and complies with standing financial instructions and relevant guidelinesDevelopment, monitor and recommendation of necessary corrective action of Key Performance IndicatorsTo lead, manage and co-ordinate responses to external tenders for existing and new business.To produce demand analysis employing Statistical Process Control to identify trends and variances having long term effects on service delivery and income.Set and achieve annual income targets

Budgetary responsibility for £19 million Transport and £22 million 3rd party carriers.The management of 2 Transport Hubs and 2 Contract Sites comprising 120 Motive Units, 300 trailers and a workforce of 320.The development and implementation of a 5 year strategy covering vehicle type, maintenance, capital and revenue outlay, depreciation, environmental impact and employee legislation.Liaison and negotiation with the Union of Shop, Distributive and Allied Workers (USDAW).Ensuring Working Time Directive and all legal and Health and Safety requirements achieved.Draft and review of Key Performance Indictors across the balanced scorecard.Tender, selection and subsequent Management of over 30 3rd party suppliers on behalf of Parcelnet and its parent company Otto UK ranging from one man operations to multi national one man and two man carriers.Draft and agreement of Service Level Agreements with all major stakeholders.

Profit and Loss responsibility for 5 depots covering Yorkshire, Lincolnshire, Notts and Derbyshire.Directly managed 5 Depot Managers, 8 Sales Managers and 2 Regional Support Managers. Indirectly managed 450 Parcelforce employees and 55 Owner Drivers. Directing and motivating staff to ensure objectives realised.Liaison and negotiation with the Communication Workers Union.Budgetary responsibility for £29,500,000 Expenditure (£15,500,000 external, £14,000,000 internal) and £14,500,000 Revenue.Ensuring Expenditure, Revenue and Contribution targets were met or exceeded.Production of Depot Sales and Marketing plansMaintaining 98% quality of service standards for delivery, collection and scanningAchievement of business targets for customer and employee satisfaction

National Project Manager for transfer of Non-guaranteed parcels to a 3rd party supplierProject for major change project to reduce depots by 50%, headcount by 60% and expenditure reduction of £100 million.Produced Initiation Document, Critical Path, Resource Plan, Milestone Plan, Forecast expenditure and savings and Post Implementation Review Liaised with local Parcelforce, Trade Union and 3rd party employees and franchiseesEnsured closure of depots to schedule and release or transfer of staff to alternate sitesEmbedded operational and cultural change to the route and administrative structure in remaining depotsEnsured timescales met and cost benefit assumptions realised.