As Head of Operational Excellence & CI, I am accountable for the programme of works that delivers the ongoing optimisation of all operational process across group. Reporting directly into the Group Central Operations Director, with direct line management of seven Group CI Managers and one Energy Manager. My team are accountable for all workstreams that deliver the forecasted cost, capacity and efficiency savings in line with the Financial Years’ strategic priorities. Working in close collaboration with other Central Operations Heads of, this role is accountable for the leadership and development of the Operational Excellence team that is aligned with the group central operations plan, linking efficiency with delivering our CEX and values commitments.

As Head of Operations Implementation, I am ultimately accountable for the overarching communications strategy that translates our corporate priorities and values into a culture and customer experience that is consistent with the vision of our exec team and engaging for 6500 colleagues nationally.Reporting directly into the Central Operations Director, I lead an Operations team that are accountable for all communication across all channels between centre, field, and stores, and the strategic evolution of our comms framework and the strategy that brings our business priorities to for colleagues in the field and stores. I am also accountable for the accuracy, development, management, and version control of all documentation that supports store policy, process and procedure including our operating and service models. This is achieved through the management and continuous improvement physical documentation and all digital assets across Sharepoint and Yammer.

I have defined and developed a lean framework / platform for change within Retail and own the successful implementation of £ multi-million efficiency saving projects on time and on budget.I create and present business in accordance with the current strategic governance process.I ensure that our customers always experience confidence in our systems and services in store through continuous review of working practices and key service metrics.I influence the sustainment of strategic improvement projects through engagement and involvement of cross functional and field based teams.I engage with key stakeholders across the business to provide ‘lean’ business solutions that allow us to operate more effectively for less capital outlay.Work collaboratively with Retail Support teams to ensure that changes are aligned with quarterly plans and well communicated.Use the existing eLearning HUB and Aspire programmes to embed lean awareness and behaviour at all levels.

I was responsible for all scheduled and business critical communication to shops and Area Managers where I gave clarity on What, How and Why.I maintained an engaging Intranet to effectively manage the two-way communication between Support Centre and colleagues in 462 shops, and a library of up to date Store Operating Policy and procedures that promote efficient and legally compliant routines in shops. I acted as a gate-keeper to effectively coordinate and manage the scheduling of all workload. I created and maintained feedback forums to represent the views of our colleagues in shops. Deputised for the Head of Central operations in his absence, attending business meetings as required.

I reviewed all store based process and worked cross-functionally to create a digital library of standard Store Operating Policy (SOP) that supported efficient and legally compliant routines in shops.I created a system to ensure each function within the Support Centre owns and updates relevant SOP.Fostered relationships with other retailers to explore new ways of working that supported “right first time implementation”.

I created an environment where efficient process supported a culture of continuous improvement focused on delivering key sales and performance measures in line with the Retail Strategy.Led, inspired, trained, coached and developed an engaged team of 20 Store Managers and their teams, to deliver the Retail Strategy. I mentored a fully engaged team, where every single colleague understood their role to wow every customer.

I led, inspired, trained, coached and developed an engaged team of 42 colleagues, to deliver the Retail Strategy. I facilitated the sustainment of first class standards to ensure all customers consistently received an experience that exceeded their expectations. I was the owner of efficient processes that supported budget beating performance on all sales and KPI measures maintaining our position as the most profitable store in the company.Deputised for the Area Manager in his absence and acted as an ambassador for change within the Area.

I joined Halfords on a part time contract whilst at Yeovil College in 1988. I was soon appointed full time and progressed my way through the management development programme. Moving between stores taking opportunities to further my career, in 1997 I opened my first Superstore and carefully selected, recruited and trained my new team. Following the successful opening, sustainment of first class standards and budget beating sales and KPI performance, I was appointed to run one of Halfords new format flag ship stores, before moving on to run the Swindon store in 2001, the most profitable store in the company.