Head of Setcrete UK sales team; for development of Setcrete brand of Flooring Preparation Products across UK Merchant sector.

Responsible for delivering sales and profit targets of bagged cement products to the retail DIY sector - includes B&Q and Wickes with total sales over £40M,Developing and implementing effective annual business plans.Implement effective promotional, pricing and POS activityDeliver accurate sales forecasts

As a member of the senior management team I have full P&L responsibility for B&Q, Homebase, Robert Dyas, RS Components & Amazon - also Focus before its demise; and also developing potential new business opportunities.Whilst managing the National Accounts Team, I am empowered with managing the trading arrangement as well as the day to day running of the designated accounts business.

Responsible for developing the retail and wholesale sectors for all Marcrist diamond branded products and for all private label within the Marcrist business. My account portfolio included B&Q (via Great Star UK), Toolbank, Screwfix, Toolstation & Homebase plus development of regional wholesalers to support the independent sales team. Agreed plans were in place for developing new business with both Screwfix and Toolstation; with new range listings already agreed by Toolstation for Jan 2010 and Screwfix for August 2010 to provide total increase in excess of £1m. Also at time of leaving, final product approval was awaited for Homebase Tiling Tools review for June 2010 with a range of new innovative products

My account portfolio included Jewson, Travis Perkins, Wolseley, Screwfix, Costco, Countrywide & Makro. Immediately upon joining Spear & Jackson I started working with Jewson on a complete range review of their hand tools business. As a consequence S&J became the main supplier to Jewson for these products removing major competitors and gaining a 3 year agreement. I project managed the implementation of this review with the merchandising of all branches and an agreed buy-back of competitor stock. Through working with Jewson regional and area teams extra focussed activity was plannedI gained extra business in Screwfix through new listings to show growth of around 25% for the account over the next year. Also through new listings and promotional activity planned in Travis Perkins, Makro & Costco, overall my portfolio was forecasted for growth of around £1m over the next business year. Unfortunately due to the general economic environment, a down-sizing exercise was undertaken: As I was one of the last to join the company I was one of the first to be asked to leave, even though I was the only person showing growth of business.

Role was to grow the Kinzo business and brand in the UK and Ireland - with no sale force. I gained a number of new independent and national customers including Wilkinsons and Focus through branded and private label products; also I successfully gained a national distributor for Ireland – a first for Kinzo – with access to over 500 independent and national accounts.Fully responsible for all profit and loss within the UK and Ireland business, I was able to bring new systems to Kinzo to operate more efficiently and profitably that were adopted as standard procedure across all operating countries - this through my management experience at Irwin Tools.My role was also involved in marketing the Kinzo brand across the UK.

Whilst undertaking roles of Account responsibility, I was still part of the Senior Management Team. I had a full input on decision making on all aspects of sales division; Implementation of budgets etc. Full support was given to managers of sales teams in various roles to drive business across all sectors.Whilst still keeping control of the Screwfix account, other areas of responsibility were changed. At the beginning of 2005 I had responsibility for Wolseley Group, where plans were put in place for large range extensions and consolidated rebate agreement. Since April 2005 I took on Costco and Magic Mitre and the new Kingfisher initiative – Trade Depot; I developed private label business for Magic Mitre equating to £100K growth over that year, and promotional plans for Costco. As of the beginning of 2006, I also controlled the QVC and Makro accounts.

Managed Screwfix to 29% growth in this year. Took over as Account Manager for B&Q and project - managed full range review for Torches & Gas whilst increasing business elsewhere through structured promotional calendar. Managed effectively full B&Q team of Supply chain, Assistant Account manager and Marketing Manager to meet required goals

I was asked to add the Automotive Sector to my areas of responsibility in the Mail Order Sector. I increased turnover in one year from £750K to £1.5 million, through structured range building and promotional planning. Mail Order Sector increased by 45%, with Screwfix sales by 90%. This year saw the purchase of American Tool Company by Newell Rubbermaid, and the company was renamed to Irwin Industrial Tool Company. I was fully involved with all management of changes and re-structuring of business. Also successfully supported launch of new “Irwin” brand

After being fully involved with the process of re-assessing the structure of the business, I was asked to drive a new sector of business for the company that I had identified as large potential with concentrated effort. The mail order sector offered large opportunities for growth with concentrated account management. Accounts included RS Components, Screwfix & Farnell. We were the first company to recognise account management for this sector, which as a result gave large growth and gained control of the sector in Hand Tools

Record Tools was purchased by the American Tool Company, and rapid expansion opened up career opportunities for Sales Management. Through intense interviews and presentations I was successful in gaining promotion.I successfully recruited and managed a direct sales team to meet targeted sales and margin requirements in successive years. Developed sales people through on job training, and one became a Key Account Manager dealing with some of my old accounts.

Responsible for a third of UK territory sales, through two tier distribution via national tool wholesalers. Successfully grew business of hand tools against strong market resistance to Record Tools Company policy

Sales of Consumable Welding Products direct to industry from small manufacturer. Blue chip sales training gained at Gallaher, allowed easy transition to direct business sales. My time with this company was really a stop gap whilst I searched for the right company with the right career opportunities

Whilst having no commercial experience, Gallaher offered trainee sales roles with a blue chip company. Once base training was complete, I moved onto own sales territory working in a composite sales role of direct and indirect sales of tobacco products. I took a promotion to a higher grade sales role at end of 1994, and moved to Yeovil. Due to downsizing in 1996, I decided that my future career did not lie within the tobacco industry and left to find a company with good career prospects