Specialist lending company providing loans against luxury assets.

Hopkins and Jones have recently purchased the stock and assets of Suttons and Robertsons and I am pleased to join the senior management team of the new larger entity. With 6 stores throughout London and Manchester, we offer a very high class and tailored experience to discerning clients looking for alternative funding lines.

Working with the founders of a new start-up business within Financial Services. Covering Operational Structure, Insurance, Marketing and Business Development to support the creation of the business plan and product launch in Q3 2019.

In additional to my Group Supply Chain role, I am responsible for UK Sales Operations- Turnover £20m p.a. Managing a team of 'first responders' to web and phone enquiries, plus being the central hub for a BDM team to deliver their leads into. Negotiating on all commercial terms in bespoke deals and personally servicing the top 10% of clients. Providing support and guidance in the customer service areas of the business and responsible for all S&OP improvements.

After a 3 year term in New York I am now currently working back in London in a new Group role looking after all aspects of Borro's supply chain in the UK and the US.

• Management of a team of 35 people which included sales staff, appraisers, logistics managers, BDM’s and marketers for the New York office location• All day to day activities involved in running a business in a new territory• All loan due diligence, process and sign-off• All US based 3P service providers

Built from scratch the UK supply chain for Borro Ltd. I established various delivery mechanisms to move high value luxury assets to and from their owners. I owned the duty of care towards these assets to provide a world class service always ensuring the assets were fully protected from the moment they left the client to the moment they were returned.

Developing and maintaining volume forecasts for the UK distribution Network, both inbound and outbound at two levels:Strategic- annual budget with quarterly revisions to include capacity management within the Network.Tactical- 8 weeks rolling by collaboration.Create and maintain a specific sub-plan for container inbound and work with the Primary Logistics team to minimise demurrage costs,Agreeing and organising tactical, exceptional activities requested by Commercial teams i.e. inbound prioritisation, deliveries outside of the current service levels,Maximise cross docking where possible to minimise Logistics costs,Agreeing and monitoring the SKU count in each site and working with the Commercial team to clear non-moving or obsolete products in the Network.

Responsible for delivering an effective distribution solution to meet the needs of my customers, internal and external, and provide a conduit between distribution operations and commercial colleagues. To ensure the end to end supply chain delivered the right service at the right cost and continued to evolve, through project work, to meet the needs of the ever-changing electrical retail business.Delivered through analysis, a tailored delivery schedule from our ‘Rapid Response’ warehouse to meet the needs of its retail customers. Provided a weekly forum for short and long term planning between distribution and commercial and had accountability for forecasting activity volumes by warehouse.

Responsible for warehousing, delivery and branch replenishment systems for all UK store stationery and consumables. Delivered savings via on line printing at store and economic ordering from suppliers based on production run sizing and design lead times. Reduced environmental levy on carrier bag disposal by moving supply to ‘lighter stronger’ extruded polymer technology.

Responsible for resource planning across the main operational disciplines at the NDC based in Stevenage. Ran 3 very successful peak night shift operations, overseeing 7 supervisors and over 120 staff. Competent in the management of all warehouse function including 1st line manager disciplinary responsibility.Introduced productivity measurement by function across the site and used performance management to improve efficiency and drive down costs. Supported the introduction of a new WMS and the transition of the operation when a £25m extension was added.

Completed management training, worked as a department manager across varied functions instore.