AO started life as DRL Limited, founded in 2000 to sell kitchen appliances through an unestablished eCommerce model. When I first joined the business in 2009, the company reported an annual turnover of c£90M. Last year AO reported revenue of c£1.55bn. Although now a large business, it started small and I demonstrably contributed to its growth.My role deputised for the COO, led activity across the operational leadership team and had a broad mandate for driving the effectiveness of operations and delivery across the group.As Chief of Staff, I was responsible for the effective execution of business strategy, by bridging direction set by the Exec with how AO planned and delivered across its operational business units. This included the introduction of prioritisation and decision-making processes to ensure new opportunities/ideas were aligned with overarching company strategy, allowing limited resources to be focused in the right areas. I was also responsible for leading a number of strategic reviews of business units and divisions within the wider group, with the aim of improving P&L profitability or taking the decision to cease trading in a particular channel or market. Recent examples include the cessation of the Tesco store trial partnership and the decision to exit the B2B ‘Housebuilder’ market.

Having demonstrated my ability to add value to the development of AO’s strategy I was asked to move into a newly created role to lead the development and implementation of AO’s 5-year strategic plan and associated Business Transformation agenda. This included leading the development of AO’s 5-year business strategy, working closely with the Exec team and senior leaders to define product categories, services, future territories and the resultant capabilities needed to ensure sustainable success.I was also responsible for designing and implementing structures, roles and capabilities required to deliver AO’s business transformation and overseeing the creation of a single plan which consolidated changes to people, processes and systems across all areas of the business. This single plan approach was a first for the organisation.

In 2018, Tesco approached AO with a proposal to create a ‘strategic partnership’ and work collaboratively to open five trial AO stores within existing Tesco megastores. This approach afforded the opportunity to trial an initiative that had been under strategic review by AO for a considerable period. I re-joined the business to lead the delivery of this project and setup a new operational business unit to oversee it once live.Within this role, I was fully accountable for end to end ownership of the AO/Tesco collaboration, leading the process to design and build stores in the initial stages, plus the operational oversight and P&L responsibility for the trial once stores were open.This included the creation of a commercial model, success criteria matrix and detailed legal agreement to lead the project from an agreement in principle, to a defined and agreed trial framework with robust, clearly communicated success factors in place.I was also responsible for leading the implementation of new processes, systems, people/team structures and ways of working to support the successful operation (and understanding within a traditional eCommerce business) of stores once launched. This large business change programme included changes to logistics, warehousing, supply chain, finance, technology, product ranging and retail operations.

Footasylum was launched in 2005 by the founders of JD Sports and offers a range of branded footwear and apparel online, in store and through a wholesale division working with marketplaces including ASOS and Zalando. In 2017 they completed a successful IPO on the AIM market and were valued at £171m.Within this role I was accountable for the successful day-to-day operation of business-critical functions including technology/IT, warehousing, logistics, customer service, loss prevention, health & safety and facilities management.When I arrived in the business, I proactively collaborated with senior leaders and the Board to define and agree a cohesive strategy across all areas of the business. This was a significant change, as historically departments operated in silos and an aligned approach was needed to support future growth aspirations and a desire for the company to successfully IPO.Other achievements included:- Implementation of an innovative technology strategy, which provided stability and allowed Footasylum to move beyond severe legacy system issues and differentiate themselves in a challenging market - this included the launch of a complex, new customer loyalty platform named ‘UNLCKD’- Led the creation of a 5-year Logistics strategy, facilitated the acquisition and fit out of new warehousing facilities and the introduction of new processes and systems to support planned growth- Oversaw the introduction of service improvements (both operational and customer) and a cultural shift which improved the Footasylum Trustpilot score from 1.8/10 to 7.7/10 over a 6-month period- Responsible for the successful delivery of loss prevention targets across the warehouse and store estate, materially reducing losses from 0.5% to 0.33% revenue over a 2-year period

Accountable for the successful delivery of all projects and strategic initiatives within the AO World group. This included the launch of AO's European business in Germany (comprising E-Commerce, Operations, Commercial, Supply Chain, Logistics and the recruitment of 100+ staff), moves into new product categories such as TV and Computing and the implementation of customer proposition improvements including same day delivery.I was also directly responsible for the line management of the companies IT delivery capability. Teams comprised of software developers, QA testers, project managers, business analysts and DBA's, working to agile methodologies. My role was to ensure that the relevant Tech capacity and capability was in place to support the requirements of the wider group.

Reporting to the IT Director I was responsible for the delivery of all projects within the group, whether Business Change or through the IT development team.In addition, I line-managed the infrastructure team who were tasked with the implementation and ongoing management of the companies entire infrastructure estate. I was also responsible for the service delivery and helpdesk teams, who provided the highest possible standard of service to our internal and external customers and owned contractual relationships with our various 3rd party providers.

DRL Limited was the largest online white goods retailer in the UK, operating through its own 'Direct to Consumer' websites as well as on behalf of a number of large well known retailers such as Boots, Next and Marks & Spencer. In 2009 DRL also purchased Expert Logistics, a specialist two man delivery company operating from 6 sites across the UK.Within this role I was tasked with the delivery of all large, complex and strategically critical projects for the group.

Project management of large business change and systems development projects from initiation through to successful delivery. Line management of the Currys Business project delivery team.

Business Analysis and Project Management position working alongside business and IT stakeholders to improve efficiency and sales.

Business Analysis and Project Management position. Working in the main with web based software including workflow management, complaint handling and intranet type knowledge bases.