I oversaw and implemented a major turn-around program to optimise customer experiences and people strategies, with the overall aim of boosting profits and developing new business opportunities. To this end I worked to create various structures to aid succession strategies and stimulate growth, examining methods for driving operational change and greater efficiency in a scalable format within stores. In all that I did I promoted a “customer first” mentality spanning all operations, which also involved promoting new services and community projects.During my time at the company, I was able to successfully develop a two-year strategic plan to return stores to full profitability, holding full authority over a large-scale initiative that encompassed all areas of the business. I took over a business region losing c. £180K annually and transformed it into a profitable enterprise making a net positive contribution of £190K a year while maintaining the highest levels of employee engagement.

This was an interim appointment during which I focused on refreshing shopping experiences as a key part of a wide-ranging change program to raise standards and refine corporate culture at the store. In addition to this I managed recruitment processes for the services team along with providing various training and coaching schemes for new and existing members of the workforce. During the short period I was in the role I oversaw successful delivery of the cultural change program I was brought in to implement, improving overall standards and services across all areas of the new-look store.

In this role I held responsibility for the day-to-day management and development of 45 cafes and restaurants spanning several multinational chains including Burger King, Subway and Starbucks. I led cultural change initiatives to heighten standards and franchise compliance while creating a full regional strategy for the attainment of nationwide corporate goals. On the administrative side I undertook numerous P&L account reviews to identify and monitor trends and profit margins. Overall, I was successful in fulfilling all stipulated brand and franchise standards; something which had not been achieved before at the branch locations within my remit.

My primary duty was to procure stock and maintain inventories at several different locations, building and managing good relationships with various suppliers to ensure smooth transactions across sites. Further to this I was tasked with creating long-term strategies to improve business processes, also undertaking regular commercial P&L reviews. A highlight of this time was setting up a new landscaping project which doubled the turnover of my principal department, as well as opening a new Costa concession which created an additional £12K of weekly sales.

Over a period of 11 years, I held multiple managerial briefs spanning various areas of operation:• Operations Area Manager (Express Convenience) (I): managed the delivery of the brand’s business plan, holding chief accountability for P&L margins at 25 stores with a collective turnover in excess of £70M/year. This involved opening new branches, leading talent management and succession planning, and delivering wide-ranging operational support in collaboration with stakeholders and senior executives.• Regional Business Coach: mentored personnel across all areas of store operations, aiming to instil complete commitment to the company’s business objectives while identifying training needs and preparing specialised programmes to fulfil these. In total, I provided professional development services for 140 stores and 15 area teams.• Store Manager: led a 179-person staff team at the Newtown Store location. Fulfilled all sales and performance targets and carried out routine appraisals of staff, together with managing the hiring process and implementing development plans to refine training opportunities.• Operations Manager (Express Convenience) (II): oversaw business activities at 29 stores in five different cities, entailing management of a collective workforce of c. 600 people. Managed training and recruitment, undertook auditing and business compliance processes, and ensured full adherence to company policies and standards, with the aim of maximising LFL sales. Also investigated potential business opportunities and created new strategies to boost sales across locations.

Coaching and resolving operational issues with 130 Express stores for control of all key cost lines.

Store Manager of Tesco SuperstoreKey Responsibilities: Oversaw 179 team members ensuring company objectives and sales targets were consistently achieved in the £42m per year with dotcom and fuel. Conducted staff performance appraisals and implemented development plans to meet training needs. Oversaw recruitment and selection of in-store team members. Designed and delivered training programmes according to defined matrices and provided mentoring for all employees. Held full P&L responsibility including pricing, loss control and labour costs. Managed company operational procedures to meet business plan requirements, reduce costs, maximise profitability and identify areas for improvement. Ensured health and safety policies and procedures were consistently adhered to throughout the store.

Responsible for the day today activities of 17 Express stores, dealing with recruitement, performance, and operational issues for over 240 employees.

Leader of a group of 12 diverse of stores in Tesco Express responsible for day to day operational issues.

store Manager or express store.turnover £3M

a variety of positions ranging through stores, training and new store opening programs