Following a successful period at NHS Supply Chain I was asked to take on a challenge in the business - Supporting Strategy 2015 could we take the EMEA region forward with a more innovative approach and deliver a more Customer Centric organization.Building a team of advocates both regionally and in country focusing on a Customer led Innovation methodology, working directly with Customers teams to identify incremental and radical innovations, to build business growth and retention with existing Customers. As part of this I was appointed to the Cross Divisional Sounding Board for the redevelopment of the Innovation centre as well as the case to open a replica in Singapore. The Innovation strategy I developed utilized key techniques fostered from multiple centers of excellence bringing together Design Thinking, Creative Problem Solving and Supply Chain mapping.During this period I co-founded Customer4Life and Innovation developed to support the Customer engagement program to support Retention and Growth with existing Customers. The methodology put the needs of the Customer at the forefront of discussions, ensuring DHL could support through shared objectives and innovation. The C4L&I program delivered impressive result significantly increasing deal size, retention rates, close ratio and margin percentages. As the business continued to developed, this role was expanded to support all 6 regions, 3 sectors and 2 products with a clear emphasis on Growth and Retention. Leading the way with Global Customers like Nike, Unilever, Novartis and Huawei.During this period I supported the business in developing an eCommerce strategy for Europe supported by an investment plan to develop a bespoke JDA template platform for eCommerce implementations. This platform has gone live and supports a number of key Fulfillment operations for larger Customers.

3 years into the NHS 10 year contract a step change was needed to transform the procurement strategy of the NHS. I was asked to lead a team focused on Procurement Transformation projects specifically in the area of Own Brand, Direct from Manufacture Sourcing, Packaging re-engineering and innovative procurement contracts with hospitals.I recruited a team from the industry and experts in the field of packaging to look at how further cost can be stripped out the supply chain. This led to price reductions in the region of 60% and caused significant Supplier backlash – reducing their margins that they had over the years enjoyed at the UK tax payers expense. I was honored to win the CEO award for Supply Chain for this initiativeNew categories were developed with supply chain my team developed specifically as NHS Supply chain looked at capital equipment in hospitals and direct to patient care. New IT systems were commissioned to support tracking of product throughout the supply chain delivering reduced inventory that the NHS was paying for.

NHS Supply Chain - A truly Innovative and transformational deal developed and negotiated with the UK government. Joining at the contract negotiation and implementation phase I was central to the Government negotiations of a €2bn revenue per annum and 10 year contract. This would be the first time DHL would deploy an integrated Procurement and Supply deal – Taking full responsibility for sourcing, procurement, Inventory, Logistics and Customer Service. The responsibility of final negotiations gave me a clear insight into the working of the public sector and the challenges of balancing commercial return and delivery of savings – Savings amounting to 1.2bn over 10 years.Due to the nature of the contract and sensitivities with public sector civil servants the contract was signed the evening before go live at the 5am shift across 6 sites involving 1,600 employees. I had the great challenge of managing this transition with teams deployed across all sites and managed through a central command center – ensuring all operations continued delivering medical equipment nationwide and presenting to every employee in 24hoursWorking closely with the NHS Board I had responsibility for managing the direct relationship between DHL and the National Health Service. Controlling a team of 45 across various departments covering Development, Customer Services, Sales and Solutions. By year 3 of the contract DHL had ensured we hit the profit cap of €42m profitThe focus and transformational nature of the contract encouraged a global focus where I acted as the go to for opportunities to allow other sectors and regions to better understand the nature of the contract and opportunities for replication. Specialist knowledge of the healthcare sector was established with significant understanding required of the regulations and challenges with dealing with medical devices.

As Product Development Director in the UK business I joined a team to specifically look at the end to end supply chain of our customers – bridging the gap of contract logistics and international global forwarding. As a result of this development and the acquisition of United States Consolidation Service we developed a new product – International Supply Chain [ISC]. Focused primarily on Asia consolidation and inbound supply to the US and Europe the product was developed to deliver enhanced solutions to our Blue Chip Customers – Specifically Toys R Us, Williams Sonoma, Sainsbury’s and B&Q.This was a challenging environment with internal barriers to overcome – ISC’s clear value proposition was to be Carrier neutral which challenged the DGF model and positioned us in a competitive environment internally. Successfully negotiated rate cards globally for Sea and Air uncovering practice of margin on margin which made DHL uncompetitive in the market.Gained significant international experience both in country traditions and different cultures, spending most months of the year travelling between Hong Kong, Shanghai and New YorkPrior to joining the NHS ISC was transferred from DHL Supply Chain to DGF as the 4th Pillar of value.

Responsibility for the development and growth of the UK Retail business. At the time of managing this role I lead the successful growth of the Marks and Spencer account from 15m to 130m. This eventually lead to DHL running 70% of the M&S supply chain including all General Merchandise primary and secondary transport, 7 warehouses including England, Scotland, Northern Ireland and Hong Kong.This process was managed through a competitive tender which DHL partnered with Accenture to support the re engineering and process improvements. This was an innovative contract negotiation which involved Gain shares that DHL had not agreed to in the past. In addition a sale a lease back on a number of sites allowed for a significant cash injection to support the overall re-enginneering project and position the supply chain as one of the best in the world [Acknowledged by Garner]