Key Responsibilities include:⦁ Developing and delivering new business strategy, new brand positioning range strategy⦁ Leading Marketing team directly, covering branding, digital & traditional ads, SEO, automation, PR & comms⦁ Building relationships with key vendors, contract and cost negotiations to drive 6% availability increase⦁ Doubling range to increase monthly revenue per customer by over 5% YTD⦁ Collaborating with key food brands and platforms within SG, and launching 3PL business⦁ Driving sustainability through UN Leadership (CPLC) & F&B Sustainability Council members - including delivering SG’s first carbon neutral grocery delivery fleet⦁ Leading team to decrease cost per order by 20%, with order fulfilment ratios averaging 99.96%⦁ Mentoring, managing, sharing tools and practices with team, including conflict resolution, negotiation, career development

Core responsibilities include strategy, operations, supply chain, customer service, operations development & team leadership. Delivered new tools, processes & team capabilities to increase availability by 10% and reduce Ops cost per order by 30%. Scaled operation & supply chain innovatively, increasing order capacity by 150% and range by 25% within 9 months. Drove data-led decision making by building strategic business assets: financial modelling tool, KPI tiering, CRM tools, customer segmentation, retention tools & marketing analytics. Led operations & team through Covid-19: 200% increase in demand and 50% reduction in airfreight during Circuit Breaker.

In collaboration with Founders, conducted strategic review and total business & brand redesign, leading to creation of: business plan, financial model, brand positioning, marketing plan & sourcing policy. Supported business to prepare for Seed/Series A investment round and built customer & operational strategic plans.

Responsible for defining & leading operational strategic planning, prioritising & delivering all operational change, including customer service/CRM. Scaled business through delivery of complex, cross-functional projects and programs to deliver strategic objectives. Used complex operational analysis in collaboration with Ops team to increased vehicle fill by 12%, decreased costs by 27% and increased last-mile delivery on time performance from 93% to 99%.

Collaboratively defined and scaled Farmdrop’s operating model, including customer service, to drive revenue, retention & unit economics. Deployed industry leading operational and tech change to reduce customer lead times by 24 hours, increased pick efficiency by 15% & accuracy to 99.92%. Built & launched scalable supply chain forecasting & ordering tool that increased availability by 7%. Opened operations in London, Bath & Bristol, including securing & fitting out new warehouse space, and hiring & training 90 staff.

Program Manager owning US$30m budget to scope & deliver ambient & beers, wines & spirits (BWS) supply chain & ops 3-year change strategy. Worked directly with CFO & peers, reduced costs by US$16m pa (6% reduction in cost to serve). Opened new 30,000 sq metre UK, International & e-comm NDC & closure of other assets. Increased sales, improved cashflow and reduced waste by reducing stockholding in NDC & 850 UK store estate by 15% & halving delivery lead times for 20% of store estate.

Responsible for delivering multiple projects to continuously improve and scale M&S Food operations & supply chain efficiency. Delivered US$4m savings pa, plus identified & delivered incremental US$5.4m.

Drafted & delivered new replenishment & stock control ways of working to all UK stores’ general merchandising departments. Responsible for 60 UK & Eire Operations Managers to deliver change. In collaboration with Procter & Gamble improved cashflow and distribution centre capacity by removing US$27m from DC network.