The main objective of E2E Global Logistics is to provide 4PL service to customers which will support better ways of maximising intl freight cost reductions via our Global partners, and at the same time improve E2E lead times and much more.

Accountable currently for selling the DHL Global Forwarding and Freight products to multinational Customers (MNC), Entry level is Euro 5 up to 85 Million.• Lead the above customer development to ensure the annual sector budget is fully achieved. • Work direct on major customer tenders to level where the business is fully secured and we are moving to full implementation.• Managed and developed a virtual team across Europe which was not in place in 2012. Due to the success of the Air and Ocean division, applied the same model to the European Road division with excellent results.• Customer Development plans (CDP) are also important to the overall Sector development. These plans play key part for identifying customer growth.• Set and agree KIO’s, Key objectives for the team• Organise and manage Customer round table forums• Supported SVP’s from the 5 DHL business divisions in driving ONE DHL collaboration to 30 counties in the EMEA rigion. The budget on this is around a billion of new collaboration business gained in 2014 for EMEA.

• Focused on developing new Publishing Customers, and worked with the other DHL divisions, led team on applying a collaborative approach to target customers. This achieved some major successes and won new large UK publishing business. • Over the 2 years increased budget by 15% per year. • Developed the publishing business within DGF to a level where it could become it’s own sector across the group.

The focus was to develop the UK, Australia & New Zealand markets, together with developing the Publishing Sector. • Based in Australia for 4 years. • Successfully developed the publishing sector.• Grew the business by 20% in a 2 year period.

• Managed the UK's biggest account FCO (Foreign & Commonwealth Office), team of 30.• Increased the headcount in Marketing and Customer Services - Spend p.a. £9m.

• Assisted the General Manager in turning the Victoria Station performance around, whilst still continuing with national role within Australia for Trade lane Development • Accountable for re-building the Customer Service and Business Development Department staff of 20 people• Significantly improved Victoria performance• 1999 Melbourne delivered 40% over budget due to more consistent Customer - sales development focus.

Head of Route Development