Neil M. Email & Phone Number

Hertfordshire, England, United Kingdom

GSK Ware M2 Project. Project value - £60m Site activities.Coordination of all site activities through 2, 4, 6, and 8-week plans.Attend Weekly Construction meetings with IPD Partners.Attend Daily briefings with Partners.Overseeing Health and Safety on site, including signage, process monitoring, ensuring good practices and reportingOverseeing Fire Safety, equipment checks and levelsCoordination of Site Logistics/Material Movements.Coordination of Site SecurityCoordination of Site CleaningPayrollRAMS updating ensuring relevance to the job Permit Receiver for job specific requirementsPayrollMaterial Ordering

Hertfordshire, England, United Kingdom

Hertfordshire, England, United Kingdom

Hertfordshire, England, United Kingdom

Essex, England, United Kingdom

Chelmsford, England, United Kingdom

Delivery Driver completing up to 200 stops a day.Time Management - drops are timed so keeping within time frame is vitalSafety - Loading Vans in a Warehouse environment Road Safety - Keeping in line with Highway CodeOrganisational Skills - knowing your route and managing jobs through handheld PDACustomer Service - Managing customer requests through app messages and being courteous on every delivery.Parcel Management - ensure all parcels not delivered are returned to depotSecurity - Ensure van is locked when not in the vehicle to prevent theft of parcels as many are high value.

Chelmsford, United Kingdom

- - Managing team of 30 ensuring delivery of high level of quality customer service - Driving Sales through Service Excellence and Food Presentation and Quality- Manage Food GP% and Budgeted Spend to Company expectations ensuring team are minimising wastage and Food specs are followed. - Preparing staff rotas and sales forecasts and planning effectively. - Monitoring food quality and ensuring Health & Safety regulations are adhered too. - Performing inventory stock counts for both food and drink ensuring results are within company expectations on a monthly basis. - Ensuring Fire Safety/H&S Risk Assessments are up to date and relative to the business- Ensuring online training for all team was completed within allowed timeframes - Implementing staff development plans, appraisals etc. - Liaising with Guests, ensuring excellent customer experience at all times. Improved NPS guest score from 2.0 to 4.2 (out of 5) in 3 months to March 2020. - Improved Sales Turnover from 25% decline to 5% growth in 3 months to March 2020

Stansted Mountfitchet, Essex, United Kingdom

MAG is the country’s largest airport group who own and operate Manchester, Stansted and East Midlands Airports, contributing more than £3b to the UK economy.- £5m Annual Turnover - Reporting to VP of Operations - Responsible for Lounge P&L controls - Direct Team of 60 including 5 Shift Managers- Best Practice Manager – driving standards and processes throughout the 8 Lounges within MAG- Appointed Project Assist in Lounge Operations for £1bn Manchester Airport Transformation Project - Communicate, motivate and effectively guide the team on a daily basis. Set clear operational responsibilities for your management team and monitor their performance against their individual areas of responsibility.- Promote the Lounge within the airport and through Social Media ensuring all feedback is used to ensure the team are aware and improving standards consistently- Complete Action Plans and 121’s with Management Team and ensure the Management Team are completing the expected meetings and Actions Plans with assigned Team Members.- Identify opportunities to enhance/develop the service.- Manage the Food cost budget in line with Exec expectations ensuring ordering/stock holding is at an acceptable level and all invoices are submitted for payment on time.- Achieved 27% Sales Growth v LY by month two of recruitment through Team Engagement - Reduced £199k Budgeted Labour overspend at Half Year (pre appointment) to £84k by Year End.

Essex/Hertfordshire/Norfolk/Buckinghamshire/Leicestershire

- Responsible for managing multiple site managers with a £10 million turnover 2018 across 7 restaurants (1 open 6 months) with over 10% EBITDA in the current climate.- Reporting daily to the Operations Director and Managing Director (Owner)- Responsible for all Compliance Audits for All Sites – scoring, feedback and action plans carrying out regular Kitchen/FOH audits- feeding back and supporting on action plans to Senior Managers- HR & Compliance advisor for over 400 employees liaising with Natwest Mentor support.- New openings support including;1. Office set up – Systems and Training Implementation of multiple systems including Payroll, Stock and Back and Front End POS 2. Liasing with Management team to ensure successful recruitment of BOH & FOH Team3. Training – Full Team Training programmes designed and delivered to both Front of House & Back of House including;o Health & Safetyo Service Standardso Specso Guest Satisfaction- Working closely with new GM on all aspects of the new business from training to delivering a successful P&L - Recruitment, Development and succession planning of all Salaried Managers and FOH team- Payroll Management for all seven sites and four hundred employees through company accountants. - Financials – KPI’s:o Assisting sites with Food & Drink GP’s targets/process - reports/action plans if not met- to enforce company targets on a daily basis including ordering & wastage reportingo Labour Targets - to help enforce company targets on a daily basis- Company liaison for Systems Providers (Pelican/Access/Polaris)- New Menu processing – Building Till systems for All Sites across multiple platforms including Recipe Management, Stock Sheet building, PLU & Till Screen building to ensure GP% accuracy- Ensuring Price File accuracy from system provider into e-procurement system

Colchester, United Kingdom

• Moved to Colchester at the end of May 2016 – turned Period 1’s £8.5k decline into £25k growth by Period 10. Recruitment of new management team Front of House and working with existing Head Chef and Sous Chef to ensure stock results were delivered in line with expectation. These were consistently achieved throughout the year.• Responsible for training Management teams on the use of the new Polaris Data Management System, visiting sites on multiple occasions ensuring teams could use the system confidently. • Ensure all company policies and procedures are being adhered to on a daily, weekly and monthly basis.• Maintain the running of the unit to the highest standards set out by the financial KPI expectations and operations audit.• All company monies are handled in a secure and responsible manner with any discrepancies immediately reported.• Maintain company compliance with all relevant health and safety policies and procedures.• Ensure all staff have completed first day induction• Ensure relevant paperwork has been completed for all new starters• Ensure all staff paperwork is up to date and legal• Plan and review staff training • Succession plan, constantly identifying your “bottom 10%”• Holding 1-2-1's with all team in the business• Daily communication with HC to ensure all areas of the business are discussed• Ensure weekly wet orders are placed• Weekly consumables order to budget• Maintain organisation of all stock• Liase with HC with regards to food ordering• Product test to ensure all our products remain at the highest standards• Ensure business is legally compliant, escalating any issues to operations manager• Set the business for success on a daily basis• Complete and action weekly manager walk-around• Maintain health and safety standards• Constantly review competitor pricing• Ensure all daily, weekly, monthly & quarterly financials are in line and accounted for• Set heads of department financial targets, agreed with operations manager

Watford, United Kingdom

Recruited Full Front & Back of House teams for the Watford opening and trained to company standards, sourcing venue, organising the training schedule and liaising with our Milton Keynes site to ensure all team were adequately trained for the opening.• Opened Watford November 2015 – reached No.1 on TripAdvisor – Jan/Feb 2015• Involved with development of GS Systems Till and Back Office Max suite, to ensure it catered with the business needs of Middletons, working closely with the GS team suggesting improvements and modifications to the Tills and Back Office and testing these on site.• Involved with the implementation of Pelican Pi (Procurement/ Ordering Management System) across the Middletons restaurants ensuring all GM’s and Management teams were trained and confident on the use of the system, also liaising with Pelican to ensure GS systems and Pelican links were installed correctly.

Essex/Hertfordshire

Highest Position Held - General Manager – Vintage InnsNumerous sites ranging from 16k – 42k sales• Managing teams of up to 40 staff ensuring delivery of high level of quality customer service• Running training sessions in line with company expectations to comply with all legal policies• Updating social media sites to entice custom, ensure latest events were advertised.• Liasing with Guests, resolving complaints and ensuring excellent customer experience at all times.• Recruiting, mentoring and training staff.• Preparing staff rotas and sales forecasts and planning effectively• Processing holidays, tips and sickness• Monitoring food quality and ensuring Health & Safety regulations are adhered too.• Performing inventory stock counts for both food and drink ensuring results are within company expectations• Maintaining administrative, financial and personnel records.• Ensuring online training for all team was completed within allowed timeframes• Holding team appraisals and job chats• Implementing staff development plansFor 6 months (Sept 2011 – March 2012) I took some holding relief positions due to high absence levels and misconduct issues within the Essex & surrounding area extending to the South West of England – troubleshooting issues from Fraud, Theft, Health & Safety Auditing, Payroll Fraud & Stock Management.

Refurb Openings Trainer – 2011-2015 The role included liaising with M&B Marketing, Area Managers, to ensure the plan is correct for each site before role out. Ensuring all on site Front of House teams were fully trained in the New Service Cycle, refresher training in Health & Safety, Fire Safety, ensuring all new starters were fully compliant with Induction Process, including online Training and on shift. Ensuring new/existing GM’s were trained on site and off site (4 weeks shadowing for new GM’s) ensuring they were fully compliant with M&B processes and procedures regarding Food Hygiene (EHO & NSF – external food safety audit company), Health & Safety processes, Risk Assessment implementation, Team Training and Induction & Payroll processes. Liaising with contractors to ensure deadlines were hit and Handover was completed on time for opening, agreeing snagging lists and ensuring follow up works were completed to standard. Ensuring the business was then, set to go for reopening ensuring all stock lines had been ordered and team organised to dress the restaurant ready for the guests and opening night.I was involved in 12 Openings/Refurbs over 4 years.

The aim was to resolve some common issues:• Inconsistency – there was no on job coaching• Tips - Not all the teams were reaping the benefits, and so introduced some simple techniques to increase their tips• Raising the game of less effective servers was key to increasing profit for Vintage Inns• The teams weren’t target driven and needed more guidance on good practice.The Results• Average spend increased by 50p per customer on Food alone.• Drinks sales increased from 1.4 per customer to 1.9 • Penetration increased by 5%• Guest satisfaction went up by 4%• Staff turnover was reduced by 13% year on year• Every £1 spent on training brought in around £5 in profit for Vintage InnsThis project was rolled out over 3 years across 200 restaurants of which I completed around 45 sites over that period. This also involved the introduction of a new staff handbook which included the information used whilst training the teams.

Billericay & Braintree, Essex

Brand Trained in Billericay and moved to House of Excellence in Braintree for finishing to move to Licensed House Manager position

Essex, England, United Kingdom

Follow up secondary placement agreements made by Mars Retail Account Managers.Merchandise activities:Installing displays.Stock management.Using real-time reporting system and capture all installed displays with photos.Frequently train the MARS merchandiser via the CPM Sales Academy to keep improving performances.

Southend On Sea, United Kingdom

• Average Take 23k, 60/40 Wet Led• Staff Trainer – ensuring all company induction procedures were complete and encourage staff to continue their training to progress with Greene King• Entered on to Management program, courses included Employment Law, Health & Safety, Food Safety, Understanding/Managing P&L, Drug Awareness (BII Certificate), Appointed First Aider.

Brentwood, Essex

• Achieved a record sales week (£26,125). The site showed consistent LFL growth maintaining Labour budget targets• Training courses attended in this period included Safety & Security, Employee Relations, Coaching for High Performance, Train to Train, and Health & Safety• Acquired my BIIAB Level 2 National Certificate for Personal Licence Holders in July 2006

Essex, England, United Kingdom

Completed in-home satellite installations for customers.Conducted site surveys to determine best satellite dish placement for signal access.Determined whether satellite dish needed to be placed on roof, side of building or pole-mounted.Drilled small holes into homes to run the wire inside.Completed appropriate satellite dish mounting using brackets and mounts.Installed reception boxes.Tested and configured boxes and satellite dishes.Conferred with customers and explained exactly what had been done and how to use the new equipment.

London, United Kingdom

London, United Kingdom

Btec National Diploma, Business & Finance

Btec National Diploma in Business and Finance

8 Gcse, Gcse

GCSE