£12.8 Turnover with 23 direct reporting, 69 staff in total.Complete operational control of 21 retail outlets with a combined turnover circa £12.8m p.a. Employing 69 staff while maintaining operational ratios that are both manageable and profitable. Achieved 10% sales growth in the first year and was tracking at 12% in the second. The most improved region on selling complete bathroom installations, based on 6 regions within the company via a 3rd party installation company (Trademen's Ltd)Produced £551k worth of bathroom tiles and splash panels (new products introduced to improve profitability) which was a 4.4% penetration against the company's 3.1%.Top performing Region within the company for audit, achieving a 88% pass mark.Best region within the company on customer feedback (Meridian) with an overall score of 87% from customers that completed transactions..

£14.5m turnover with 13 direct reporting, 45 staff in total.I had total control of 13 stores to start with, that had a combined turnover of £14.5m p.a. Employing 58 staff, each store also liaised directly with their own fitting teams which I signed off having discussed and viewed the workmanship with the store manager.Having joined the business I was tasked with implementing a new sales process within my Region to allow the business to grow its sales and get back it's market share which it had lost not to the larger Retailers but more to the local independents as the business saw itself as a national independent.I was the only Region within the business to achieve a profit when it was sold in 2012, also I had the only Region to achieve it's gross margin target year on year of 52.1% and producing its best result of 54.2% in 2011. I was the best performing Regional Manager within the company for 2 years running against target (2010 - 2011). I also increased the deposit ratio on orders by 40% that meant a reduction in orders being refunded and a quicker turn around for the order book which all meant the profit being declared sooner within the business. I trained my managers into the benefits of upselling products which resulted in improving the ATV (Actual transaction Value) by 56%.

I was recommended to MFI by a number of former colleagues as a business to join that was growing and wanted a more sales focused management team.Having joined the company for it's Nuneaton branch I was quickly offered one of it's flagship stores in Erdington Birmingham. This was based on my performances at the smaller store and how quickly I managed to turn a average store into one of the best performing in my division. I was personally asked to take over Erdington by the Divisional Director as the store had failed to perform for more than 2 years. On arrival to the store I realised that it had fallen behind in understanding that it was now a sales focused business, it had no clear leadership from the managers, lack of motivation for the team, poor disciplines and underperformance had become acceptable.I started with running a 'back to basics' programme to retrain the staff on understanding the sales process, picking up buying signals and understanding the need off hitting the companies KPI's. During my leadership at Erdington I transformed it into the number 1 store in the company which was a rise of 109 places, doubling it's turnover from £2.4m to £5m in the space of 5 months and won the best performing manger within the company for 3 successive months in 2008.I developed the store into a Centre of Excellence for the Central Division so the 48 other stores could send it's staff there to carry out training I focused on with my entire sales team.