Working in the Quality Team at the Body Shop, in a campus covering over 300,000 SQ FT, including within, The Global Distribution Centre, E-Commerce and Gift packing operations. The campus distributes over 35M Unit packs per year to 65 global markets.

Working in the area of logistics and distribution; servicing 65 global markets via air road and sea freight. Leading a team of 70 Operatives including the FLT fleet, to deliver on time performance while meeting financial and customer KPI targets.

Responsible for a team of 200 employees in relation to the Food production and assembly of airline meals for over 20 accounts. Food Production of 20,000 meals per day in a 24 hour operation running 365 days per year. • Improved Productivity KPI’s by driving down accountability to the Shift Managers, this was achieved by introducing daily labour and planning controls and a flexible approach to staff allocation; resulting in total savings of 60K• Streamlines indirect employee roles by standardising job functions saving 45K • Implemented Lean tools such as 5S and 7 waste walks, standardised cell operation and visual management. • Merged working activity for the Continental and United accounts under one team to delivery savings through economy’s of scale saving 15K • Introduced a training matrix to identify skills shortfall and implemented a programme to address skills gaps. • Implemented Standard Operating Procedures for the Shift Managers to improve quality standards through a consistent and systematic approach.• Re-organisation or shop floor to improve work flow while providing better segregation of raw and ready to eat work streams.

Due to my strong quality background, I was asked to take up the challenge to improve the overall Quality and Food safety standards at the two Heathrow sites. • Initiated a training programme for 700 employees in regards to Food Safety and HACCP• Reviewed and improved traceability and HACCP systems in line with company standards.• Implemented daily audits, Quality meetings, trend analysis and corrective action management into the working culture.• Achieved CMI inflight catering higher level certification for Food safety and Quality.• Improved EHO score rating from 3 to 5 stars • Addressed process and building non conformances by setting up preventative maintenance and gaining funding through CAPEX. Seconded to work on a brand new concept with in the organisation, working with Oakfield Farms to establish a foot hold in the UK meal box market serving the airline industry.• Working with our co-packer partner to set up the operations model for production, planning and delivery into regional catering bases.• Sourcing of product for new meal box concepts, through to procurement including cost negotiation

• Leading a team of over 400 employees, I had overall ownership of the general management of the Gatwick in-flight kitchen which produced around one million meals per year and services approximately 14,000 flights.• Managed P & L of 28 million pounds and beat the budget by 300K • Restructured management team saving 20% of labour costs • Increased ratio of agency workers to permanent from 60/40 to 50/50 split • Improved overall quality by standardising working processes across the unit• Consolidated the Stansted Production operation into Gatwick saving 120K • Set up employee recognition scheme “ABCD awards and improved access to the senior management through “Breakfast with the Boss and Creative Thinking” projects. • Centralised Virgin Atlantic stores packing into Gatwick for the entire UK • Set up LSG Butchery to service all UK catering units in the UK • Changed transport structure from driver/loader teams to flexible airside based loader groups saving 120K annually labour costs.• Implemented LEAN thinking which in turn created more space, improved work flow and enabled the company to internalise storage holding from third party warehouse partners. • Instigated UK wide project to improve the belt utilisation of the company wash machines • Reduced error factor and re-work through internal FTQ First Time quality measurement and corrective action management

Responsible for a team of 150 employees covering Production, Food purchasing and equipment washing producing 12,000 per day and servicing around 25 flights. Additional I also had direct reports for the roles of Quality and Maintenance. • Re-structured Production Kitchen shift pattern from flat cover to 24 hours 3 shift format saving 90K• Set up product control to improve food cost which resulted in reduced wastage by 75%• Integrated Charter Packing function into core production ,designed and implemented bespoke packing stations using Lean principles saving 40K and releasing space for other projects • Conducted and created Lean Training for all levels of the business including Management• Lead teams in various problem solving exercises using tools such as ( 5whys,fishbone and is/is not)• Launched internal empowerment programme ( Learning to Fly) for Supervisor level • Set up central distribution and production for special meals for the Northern region • Set up Kanbans for all Production feeds • Created a supermarket pick face for stores packing with modular work cells

Reporting to the Regional General Manager; my role covered 4 sites where I was accountable for the company’s Quality and Food safety systems. • Improved LSG quality score by 63% in two years• Working with the General Manager; I created and implemented Quality KPI’s for the whole management team which was linked to a bonus scheme.• Gained CIEH accreditation for training for the Manchester site and put all Managers through level 3 Food Safety. • Set up a vendor Audit control procedure for the UK • Standardised practices across 4 separate sites by implementing LSG quality systems.• Initiated succession planning so the quality Technician was able to seamlessly step into the role of Quality Manager • Received accreditation from for two sites in regards to the CMI technical standard for in-flight catering.