Leading the our people, developing our strategy and focusing on our guests across 900+ convenience stores to become Australia’s leading convenience retailer.

Leading the 5000+ team members across 7 businesses for On the Run (OTR). Brands include Hungry Jacks, Subway, Oporto, GYG, WIAB and Krispy Kreme. I am responsible for leading the strategic direction of the OTR business bringing together the best operating models from across our diverse portfolio of franchise businesses to create a brand that is set up for sustainable long term growth. Strong focus on delivering exceptional customer experience, developing employee lead operational improvements, and supporting career growth. Attracting, developing, and retaining top talent is at the heart of everything we do.

Head of Store Operations responsible for 13 Regional managers, 136 stores and 15,000 team members in NSW/ACT, Accountable for:- Full Profit and loss for the state.- Ensuring the safety of our team and customers.- Talent pipeline for all levels of the state.

In this role I Lead a team of 3 group managers, oversee 24 of Woolworths most premium stores and 5000 team members, delivering sales of $1.3 billion per annum. The 24 stores represent a first for Woolworths grouping together stores based on customer shopping preferences as opposed to geography, As part of my zone I also had Sydney's only two Customer fulfilment Centres for online delivery.We are developing strategies that focus on;- Range- Customer Experience- In-store Structures- Format Development - Online omni channel experience.

In this role I work as part of the Format Development team for Woolworths, managing the Renewal programme in NSW/ACT, my role touches many parts of the business from State planning and Construction through to Store Operations and Training. I Lead a team of Store Renewal Managers and over 20 Food Academy Trainers in New South Wales and the Australian Capital Territory to deliver the Renewal programme, Improve the shopping trip for customers and our teams working environment through:- Building business cases to ensure a Renewal is viable and can meet the financial customer matrix.- Store Team Training.- Store environment and customer specific ranging.- Customer experience through service interactions and ranging.- Feasability walks encompassing design and layout to endure blueprint is met. - Liasing with Store Operations teams to meet KPI's including return on investment. I am involved with stores from feasability to Renewal/New store opening, reviewing for a 2 year period to ensure stores have met criteria for ROFI and customer metrics improvements in line with requirements.

I am lucky enough to be part of the Woolworths Supermarkets team in Western Australia, I lead a team of 9 store managers who are over 700km apart at the longest point with a team of over 1000 team members serving our customers everyday. My role is simple, to bring my team together as a formidable team that strives to be number one for both the customer and the business every day.

I was responsible for overseeing 5 regional managers across London, South East and midlands. The business was part of the 'store in store' concept and required loading with regional and store teams within Curry's stores to land our objectives and grow the telecoms business within these stores. This was the biggest area of growth within the business at that time and was on an aggressive role put program. I left this role due to securing a role in Australia.

Leading the Phone Shops and Tech teams in the South of England and Wales, I had full accountability for the Telecoms and Tech business across 7 Area manager groups with 124 stores and 1000 colleagues between them delivering sales upward of £250 million per year through the South of England and Wales. There is a clear plan which I helped develop which helps my teams to deliver on sales and excellent customer service, also adding stretch to the area manager population. I worked in collaboration with the office teams spending time with them to ensure they understand the impacts on the stores and also on developing ways to simplify the store operation to help colleagues focus on delivering for the customer. I also been looked into operational needs for the business and how they can be brought in line and utilised with the larger businesses (Tesco's) current infrastructure’s.A large part of my role was to build relationships with Store Directors and Store managers alike, bridging the gap between Tesco mobile and Tesco plc through focus on a common goal and promoting those businesses to a wider audience.Accountability included:- Full accountability for regional P+L- Analytical with financial reporting spotting trends.- Building strong plans to improve performance on key KPI's.- Implementing business strategy across a region and down to the frontline.- Overseeing store colleague training.- Overseeing regional recruitment.- Performance management. - Space range and merchandising.- Legal compliance regarding CCA agreements and other financial regulations.- Building relationships with suppliers and third party companies to improve performance.- Full accountability for NPS customer service scores for each area and region.

I was the store manager of Canary Wharf Metro in London with a turnover of £12 million delivering a net profit of £1.2 million in 13/14; I held this position between 2012 and 2014. My main role was the full accountability for store operations, budgets and the 130 colleagues within that store. During my time here i implemented a complex refit, creating a new Food to Go area and salad counter also introducing new ranges including world foods and bespoke ranges for different areas of the store whilst delivering the store on a daily basis with minimal disruption for over 50,000 customers per week.I also helped to develop the cupcake concession ‘Candy Cakes’ which is a high end cupcake and coffee concession which operates out of two Tesco stores in the UK, it is an assisted sales area however by pre packing the products and selling products from prominent locations throughout the store we increased the sales by over 50%

Various management responsibilities in a format 60 superstore with a turnover of £50 million per year, department manager roles included Bakery, Produce and Duty management.