Project management to launch an new initiative in 3 phases to improve the standard by which suppliers deliver stock into Tesco distribution including a charging mechanic for non-conformance.Generation and sign-off for new supplier manual designed to chronologically walk a supplier through the expectations for a delivery.Design of charging mechanism that works as a collaborative exercise communicating both the failure and the solution at the same time as recovering monies for the non-conformance from the supplier.Inclusion of charging escalation by supplier performance to deter reliance on Tesco correcting all issues.Working collaboratively with the supplier base to ensure all aspects are realistic in their expectation.

Leadership and management of 7 managers and 69 clerks in systems and 13 Team Managers and 172 operatives covering 24 hours relating to operation, systems, automation, problem solving, communication, continuous improvement, productivity improvement and KPI monitoring and control and data capture and analysis, mainly focussed on systems and stock control whilst working with the operation support manager to improve the business.

Providing management and leadership to a team of 18 clerks supporting the operation in a 960,000 sq ft non-food import centre. Particular focus on efficiency of the site, managing the automation system installed within the centre and on availability of stock as a customer focus.

Retail leadership role providing management and leadership in a fast-paced retail environment.Complete department management for Non-food department, leading 6 managers and 35 general assistants to provide excellent availability of stock and customer service.

Various management roles within different areas of the retail business.Leading teams successfully to deliver excellent customer service.