Driving the delivery of the GM corporate strategy, maximising sales opportunities. As a key leadership role, this role is pivotal to support and drive £500 million growth in non-food sales over the next five years.End-to-end view of Retail impacting change, from department planning through to proposition & growthScoped, developed and implemented an updated inventory management procedure which was trialled in some stores leading to a 18% year-on-year reduction in shrink exposure An effective subject matter expert with accountability for the end-to-end operating modelWorked with internal teams to identify ways to drive excellence through process simplification Used data analytics to scope, develop and implement changes based on data, to drive efficiencies and cost savingOversight of 2 new store openings with combined sales revenue of +£2.2M per annum, including incorporation of supply chain and replenishment processesPerformed process review and championed the Stores of Excellence programme Analysis of data metrics to identify and capitalise upon new opportunities to increase business and levels of customer service quality across non-food sectorKey contributor within an event during 2018 and 2019, generating £24M in 7 days with 5% up YoYPiloted new concept range containing 47 key items across 10 stores for 6 months, successfully rolling out to an additional 109 stores resulting in a 19% increase in profitIncreased effectiveness of returns process with £14M of stock and an 88% compliance request result, with a large increase in credit and refunds receivedLed on 4 store investments in 12 months, integrating Argos and Habitat merchandising standards pilotMentored 4 Customer Trading managers, equipping them with the upskilling required to react to changeCollaborated with Central Retail Delivery team to author WGLL guidance for future complete refits

Supporting and improving the capability of management teams and their colleagues within 19 supermarkets on the Clothing and General Merchandise part of the business. After 14 months in the role, and at the end of the financial 2017 year I was proud to say that within my 19 stores we delivered sales growth of £1,946,000 within 12 months, ending the year on £60,106,000, seeing an improvement of 3.3% YOY and 2.0% LFL. best of 11 regions and vs. the SOUTH ZONE which saw a -0.3% decline YOY and -1.8% decline LFL.Increased non-food regional growth YoY to 5.2% LfL, representing the company’s top achieving regionMulti-level upskilling on key non-food areas to support the regional delivery strategyForged robust collaborative partnerships with central team members plus the hosting of regional visits from key stakeholders, resulted in improved communication skills and opened up new networksSharing best-practice with store managers across the region in order to streamline operations and continuously improve across the region

I led Woolwich for 15 periods (60 weeks) in total and ended the last financial year with the 3rd best scorecard on the region of 19, whilst leading corporate change programmes like RPPT, management contracts, project Opal (removal of nightshift), and business and people plans, formulation of these and ongoing reviewsDelivered 3rd highest performing score card in regionReviewed personnel resource availability in store to increase customer service levels during busy periods, included the removal of a complete shift without impacting upon sales revenue

Worked in conjunction with the Store Manager to deliver a great shopping experience for our customers by coaching Department Managers and the store team to ensure great service, operational processes and standards. Consistently lead by example, creating a safe and legal environment, whilst delivering a great place to work for our 18 department managers and 800 store colleagues. Deputising for all store operations.2015-2016 responsible for all service departments, with key achievements being the delivery of the corporate customer metric for the first time in 6 years. 2016-2017 responsible for all trading food departments and the night shift operation, and with key achievements being embedding of corporate operating processes that enabled the store to achieve salesSuccessful management of the 2nd ranking store in the country, effectively overseeing the activity of 24 Team Managers and a 770-strong teamAchieved Gold Medal status for 2 consecutive years following poor results historically, achieved by engaging with teams and acting upon feedback with a tailored approach Improved labour cost to sales results; won Store of the Year on region S01

Led a support project for 3 regions to increase space accuracy, presenting findings to Zone Operations Management; made improvements of 5% across region R24Collaborated with Store Management teams to gain a big picture view of respective stores in order to provide the most effective solutionsKey player on Holborn Steering | Working Group to design and implement Learning and Development protocol to meet store-specific training needs

Worked in conjunction with the Store Manager to deliver a great shopping experience for our customers by coaching Department Managers and the store team to ensure great service, operational processes and standards. Consistently lead by example, creating a safe and legal environment, whilst delivering a great place to work. Responsible for all aspects of the store operation in the absence of the Store Manager. Key contributor to outstanding sales revenue including £3.5M in a 7-day seasonal period, maintaining performance during a £15M refit; performed normal operations plus liaison with refit Project ManagerFollowing a 50% headcount reduction, effectively managed 4 stores consecutively with outstanding, consistent results delivered against challenging sales, shrink, waste, labour, profit and service quality.Various sponsored responsibilities from leading the Service teams, Trading teams, Night Shift Operations, working within multi deputy teams, to single site deputy. worked to deliver all KPIs. to communicate, motivate and engage the management team and colleagues to deliver the corporate vision and and goals especially around customer focused metrics whilst identifying and building capability within the team through coaching for an improved and sustained performance.

Delivered a specific department, engaging and motivating a team of colleagues. building capability within individuals and as a team to work effectively to deliver KPIs.ASDA. Swanley, and Sutton and also spent 2yrs taking GEORGE onto the highstreet in Croydon as a new venture for ASDA which remained its flagship site throughout the venture.Produce Management operations in the top eco-friendly store; effectively supporting night shift management team whilst continuously upskilling Produce team membersEffective remote management of department including the upskilling and continuous development of team members