Made redundant Oct 2023. Promoted from my previous role to take on full P&L and leadership responsibility for a group of 3 business’s newly acquired by Sigma Roc including a stone mine, 4 quarries and 2 stone processing plantsMaintaining revenues and profits ‘out of the gate’ while ‘easing’ the post purchase transition for staff and customersintegration of group processes and procedures to improve business rigour and reporting.Overhaul of Heath and Safety procedures and reporting Identifying early opportunities for improved structures, working practices and commercial opportunities

Full P&L and leadership responsibility for a well established concrete precasting business focused on fencing and building productsGrew the business ‘post pandemic’ by over 10% top and bottom line while navigating exceptional cost increases and resource shortages Developed a strategic vision for the step change growth of the business to provide a base to double its turnover while protecting profits Expanded the company’s product and service offer, including expansion into the sale of factored products and development of its transport fleet

Achievements• Secured all business, growing the account base revenues above budget while maintaining margin aspirations• Renegotiated virtually all key customer contracts from single year to 2 or 3 year partnership agreements• Developed high level and impactful relationships within key customers to drive commercial projects through anagenda of ‘co creation’, resulting in the creation of new sales routes for Ibstock’s wider product range.• Led a project team to successfully migrate a product category into the business from a separate Ibstock company Responsibilities• Promoted to build on my previous role focusing on the development of strategically critical merchant accounts andbuying groups generating close to £40m in annual revenues.• Responsibility for the identification, scoping, launch and embedding of commercial development projects. To includeNPD, geographical expansion, service product development.• Strategic and operational leadership of a team of Key Account Managers and commercial analyst to deliver andsupport key sales and project activities• Taking a holistic view of the product portfolio in the wider group in order to maximize sales opportunities via crossselling.

Achievements• Generated year on year double-digit growth as the strategic and operational sales lead for all of the company’s keynational accounts generating over £30m in annual revenues.• Developed and implemented strategically aligned Joint Business Plans to focus and maximise account developmentand pbit delivery• Built and successfully negotiated annual terms and contracts with key national customers• Recruited and developed a new field sales team, new induction and training programs and built proactive saleprocesses and KPIs Responsibilities• Strategic and operational leadership of the national sales team to deliver and support key sales activities• Development and ownership of professional line management processes focused on sales and margin delivery aswell as team motivation and development• Development of robust sales recruitment and induction plans seen as best in class within the group• Working with the Supreme Board and key internal stakeholders to develop a compelling customer offer and focus• Ownership for the generation of relevant and compelling marketing campaigns for all key customers deliveredthrough the group marketing team.• Personal ownership of the top level relationships and trading terms within each account

Achievements• As strategic and operational leader of a team of corporate account executives I managed and developed a portfolio ofLyreco’s largest strategic accounts, each with an annual spend in excess of £1m, delivering in excess of 5% YOY growth • Created and implemented professional line management processes focused on sales and margin delivery and team development• Designed and implemented customer facing account growth plans and strategies Responsibilities• Line management and development of a team of corporate account executives• Personal ownership of the top level relationships within each account• Build and negotiation of customer terms and contracts including ownership of P&L• Management of budgets and activities• Ownership of operational relationships with key third party suppliers specific to the portfolio

Achievements• Led and developed a team of corporate account managers to rapidly accelerate the growth of the key strategicchannel generating 25% of the company's turnover (c. £5m per annum) in readiness for the sale of the company• Built and implemented business retention and growth strategies and supporting processes• Designed and implemented professional sales management tools and processes including pipeline and forecastdashboards, appraisals, the setting of personal and team objectives and the development of roles and responsibilities Responsibilities• Responsible for the strategic and operational direction of the channel and team in a ‘turnaround’ situation• The rapid design and implementation of prospect segmentation, the acquisition of new business and customercontact strategies

Summary of Achievements at MARS• Sustained double digit growth delivered in all roles over a 15 year period• Successfully led and developed senior national sales teams to deliver against KPI and business strategies• Successfully negotiated trading terms and wider agreements with major accounts and key service suppliers• Promoted to the strategic and operational lead of the ‘full line vending’ channel, the key strategic and fastest growing division of MARS Drinks, turning over £7m per annum and growing in excess of 20% year on year.• Responsible for the strategic direction and delivery of all ‘KLIX’ branded indirect business in the UK via distributor partners through the effective leadership of a dedicated team and ‘influencing’ the direct sales teams• Leading a team responsible for the development and integration of customer propositions and the development of the operational platform via two major national partners.• ‘Dotted line’ responsibility to the field and national account sales teams to drive the ‘full line’ offering.• Sales and operational ‘lead’ on a project team to systemise the division into a SAP platform• Leading the MARS Drinks side of a ‘partnership’ project with Coca Cola Enterprises to deliver a new, service led,proposition into the UK market which delivered a new customer focused product, sales and market alignment andcommon IT systems• Negotiation of terms and contracts, both for operating and distributor partners• Delivered 25% year on year organic growth within the ‘full line vending’ division

Promoted to Channel Head of the key strategic channel for core growth in UK.Leading a team of senior National Account Mangers and support staff to drive rapid profit and sales growth to deliver annual sales of over £20m.Designed and implemented new internal channel strategy and team structure to improve margin, accelerate sales growth and maximise revenue potential.Implemented a new contact strategy to drive channel price alignment.Personal ownership of the central purchasing relationships with top 3 national caterers, including the business's largest client.

Key Account Management of 3 major food service customers to drive the placement of MARS Drinks equipment and products over competitors.Achieved 10%+ annual sales growth of machines and drinks.

Responsible for sales growth via new business and existing account management in UK. Achieved between 125% and 155% annual sales targets.Development and motivation of all stakeholders to drive sales, including engineers, confectionary sales reps, caterers and local vending companies.

Promoted to run the management and development of the company's business mail product. Managed telesales team and acted as deputy to the general sales manager.Turned around a declining customer base into growth over an 18 month period.