As Operations Director, my purpose is to enable my country teams to excel in the day to day servicing of our customers and deliver our broader strategic goals as a collaborative region that is stronger together. This is a 'portfolio management' role, where I oversee the performance of service operations across our 18 countries in Europe. I am a member of the Regional EXCOM. Key areas of responsibilities and achievements:- Define the 5 year operations strategy: My vision is to deliver excellent service at optimum cost, reduce the impact of our business on people and the planet, be a great place to work and provide effective products and innovations to our customers. In a service business, there is a constant tension between cost and quality; my strategy ensures that we pull the right levers, at the right time to manage that tension in a way that delivers maximum value for customers, colleagues and investors alike.- Review business performance and partner with country leadership teams on improvement plans- Develop the capability of the Service Management Cohort so they get the best out of our Technicians- Optimise process, systems, data quality and reporting- Implement Telematics to our fleet of ~4,000 vehicles and create a safe-driver culture- Empower Technicians to sell directly to customers and better identify sales leads, leading to increased revenue, customer satisfaction and colleague capability.- Establish a training academy concept to improve the development of our service teams.- Define the "next generation" service model and source/deploy required technology to achieve this.- Lead the Technical Leadership Team which focuses on the broader Pest Control Industry, regulatory landscape and 'how to do good pest control'!Above all, I am truly passionate about our people, and maintain a strong connection to our front-line teams. Being close to the heart of our business is key to being credible, successful and relevent.

As Service Capability Manager for Europe I partner with operational leaders and their teams in 17 countries to ensure alignment between local and regional strategy, systems and tools, processes and reporting.  Support the Operations Director with formulating and administering the AOP process Provide insights and coaching on P&L to country operational leads to ensure KPIs perform to target. Delivered cloud-based operational KPIs to enable regional oversight and pro-active performance management Standardized and automated operations monthly performance review process Sourced telematics solution for our fleet which will enable improvement in safety, environmental impact, and fuel economy. Negotiated prices and a ‘regional deal’. Deployment in flight with positive impact so far. Implemented a Territory Management tool for Initial Hygiene, delivering tangible productivity benefit and cost savings. Took ownership of IT Roadmap, Backlog and Priorities for service/operations across Europe to improve business value and output of product teams. Developed the regional Service Management Systems Strategy and supported the vendor selection process Delivered tactical tools to improve effectiveness of front line teams.

Operational management of a multi million dollar business with 100+ staff and 9 direct reports across the state of Victoria. Transformed performance through hands on leadership, implementing standard processes and best practice, and building a collaborative, empowered team with a focus on safety, quality, colleague engagement and cost control. 0 LTA’s during my tenure Growth in turnover 2019 vs 2018 and reduction in credits Improved State of Service 2019 vs 2018 Improved customer retention and Staff Retention. Reduction of warehouse stock levels through product rationalization, write-off of obsolete stock and roll-out of new just-in-time ordering process for Technicians and customer installations. Created a culture of empowerment and accountability within the branch underpinned by daily data insights to drive performance in key areas. Addressed long standing performance issues in the team to ensure right people in place and implemented a structured performance review and succession planning process. Partnered with the Sales Team on high profile quotes, installs, and complaints. Collaborated on key areas of sales strategy focused on innovation products. Implement new HD service model for our most valuable clients to ensure rapid improvement in service quality, consistency, and issue resolution.

I shaped the strategic direction of, and implemented, the group’s Service Management and ProductivityProgramme. This included project management in both operational and IT environments, globally, withstakeholders at all levels.> End to end delivery of software and digital tools using a Scrum-Agile methodology> Working in an ITIL environment> Closely managing offshore suppliers against cost and quality> Understanding the requirements of internal customers and how my software offering fits into, and canimprove their business> Train and coach an international Service Management community> Coach businesses on understanding and controlling quality and productivity KPIs

Supported pilot and roll-out of a change project; a multi-service vehicle, into the Initial Washrooms business. The overall project forecast £1.5m operational cost reductions and my role included; project co-ordination, marketing, health and safety audit, internal comms and productivity analysis.I also managed a Service Management pilot into four Pest Control Branches and 1 Washrooms Branch across the UK delivering all project tasks on time.

My role involved supporting the Depot Management Team in all operations such as manpower planning, driver training, freight security, health and safety, vehicle maintenance, quality assurance and technical issues.I worked throughout peak trading and delivered a standardized training program to the City Link Network aimed at improving the performance of Agency Drivers and seasonal ad-hoc resource. I also carried out a pilot to improve customer signature capture via PDA and improved compliance by approx 10% in the depot; this then became part of a larger change program in City Link.

I was hired as Assisstant Store Manager and part of the Store Manager talent pipeline. I was responsible for store operations and performance to budget. As well as these duties I was also given responsibility to improve hygiene standards in the store, increase shift productivity, raise beverage standards and product consistency and train team members.

> Achieve the highest sales possible whilst ensuring an efficient and co-operativeworking environment, appropriate staffing, consistent store standards, minimal costs, optimum productivity, tightly controlled inventory, strong due diligence and accurate accounts.> Joined Aldi’s graduate scheme as a trainee Area Manager and spent time alternating between the role of Area Manager and Store Manager in accordance with a training plan.> Store Operations in North West, managing 3 sites with revenues over £1m.

> Worked full time in management positions whilst also full time at university.> Leading teams of up to 20 people in various shops across Liverpool.> Revenues of up to £25k per week.> All aspects of management (financial, SHE, inventory, quality and people).> Support new store openings across the region.> Won “Store of the Year 2009” and was crowned Barista of the Year area champion.