Successfully managing a busy 140,000 square foot store taking £1.7m on an average week with a footfall of 46,000 customers.My team consists of 5 direct report Line Managers and 68 colleagues. However my development role within the store means that I have 4 Lead Managers, 26 Line Managers and 640 colleagues that I Lead on a weekly basis. I pride myself on my excellent customer service skills and this reflects on our positive approach that we implement in store in delivering our… Show more Successfully managing a busy 140,000 square foot store taking £1.7m on an average week with a footfall of 46,000 customers.My team consists of 5 direct report Line Managers and 68 colleagues. However my development role within the store means that I have 4 Lead Managers, 26 Line Managers and 640 colleagues that I Lead on a weekly basis. I pride myself on my excellent customer service skills and this reflects on our positive approach that we implement in store in delivering our companies core purpose. We are top of our group consisting of 26 stores against company measurable customer service targets.We were first to role out Managing by Hours where all forecasting, payroll, schedules are internally controlled by our team utilising tablets. Our successful trial has now ensured that this has now recently been implemented to all stores within the company.My Store has the largest Dotcom operation on the group, despite this we have one of the best availability results on a weekly basis as we strive for customer satisfaction.My other responsibilities include managers appraisals, corporate training, delivering great standards, safe & legal accountabilities, sales performance targets, retaining customer loyalty and attracting new business, reducing waste & unknown loss, competitor activity, community & charity work, mentoring and developing future talent and coaching of colleagues. Show less

Successfully managing an extremely busy night operation consisting of 5 direct report Line Managers and 96 colleagues.Leading productivity through ensuring my Line Managers were managing poor performance, regular colleague reviews, 121 coaching, departmental training, effective communication, and celebrating great performance. Ensuring that we had an efficient warehouse operation that was controlled and supported distribution. Fast wagon turn around times and the speedy… Show more Successfully managing an extremely busy night operation consisting of 5 direct report Line Managers and 96 colleagues.Leading productivity through ensuring my Line Managers were managing poor performance, regular colleague reviews, 121 coaching, departmental training, effective communication, and celebrating great performance. Ensuring that we had an efficient warehouse operation that was controlled and supported distribution. Fast wagon turn around times and the speedy distribution of stock onto the shop floor meant we always delivered for the customer.Ensuring a congestion free shop floor through controlling stock means we had no customer irritants, hazard free environment for colleagues and operationally effective for dotcom pickers during the morning. Show less

Managing a 40,000 square foot supermarket with a petrol filling station. Store was taking on average £650,000 on a weekly basis, with a customer footfall of 26,000.My team consisted of 9 direct report Line Managers, and the role included having the accountability for food, non food, checkouts / cash office and the petrol filling station.

I was asked to run the temporary store by the Store Director of the Superstores North region. The store was in place as a temporary transition whilst a new building Crewe Extra was opening.My role was to manage the store leading a team of managers and colleagues daily trading giving local customers a great shopping experience.The new store was creating jobs for the community, and part of our experience was to train and coach new colleagues so they were ready for Crewe Extra… Show more I was asked to run the temporary store by the Store Director of the Superstores North region. The store was in place as a temporary transition whilst a new building Crewe Extra was opening.My role was to manage the store leading a team of managers and colleagues daily trading giving local customers a great shopping experience.The new store was creating jobs for the community, and part of our experience was to train and coach new colleagues so they were ready for Crewe Extra opening in 2012.I successfully closed Crewe Temporary Store, before moving onto my new role in Congleton. Show less