Managing and setting up project infrastructure at Spar uk central office.

Managing projects, programmes and operations across various categories and departments- Providing leadership to a team of 40, including 36 Regional Coaches while implementing the ‘Community Food Connection’ initiative across all Tesco stores- Programme managing the operational plan and roll-out of the rebranding of Tesco own label and exclusively at Tesco products, including Farm Brands- Developing partnerships for integral refrigeration to ensure capacity and capability at key trading times- Executing various cost saving initiatives and efficiency improvements after evaluating store expenses and operational processes- Maintaining strong channels of communication with colleagues and internal departments- Collaborating with internal departments to deliver daily business operations across various commercial categories, including range changes, trade plans and weekly store communications- Developing and mobilising the communication plan for all Retail teams to ensure operational excellenceKey Achievements- Executed the ‘Free Fruit for Kids’ initiative, which encouraged children to eat more fruit and live healthier lifestyles, as well as the zero food waste initiative- Streamlined stores processes, reduced environmental impacts and delivered cost savings by reviewing operations and expenses and identifying improvement areas- Upskilled 8,000 Fresh Food colleagues with new processes and procedures for all in-store operations across the Fruit & Veg department

- Managing and delivering a complex change programme with a budget of circa £1M- Assisting with the development and implementation of the trade plan- Creating operational training material for colleagues to improve their capabilities and ensure high levels of performance- Managing communications with suppliers and external personnel while maintaining a customer-focused approach to operations- Leading colleagues to performance objectives and identifying staff development requirements

Operationalising all Christmas streams of working and aligning the business to one clearly-defined operational plan in collaboration with cross-functional teams- Conducting stakeholder management, liaising with and influencing key stakeholders regularly- Ensuring concise store engagement and communication plans, and providing regular updates to the UK Leadership team- Maintaining relationships with colleagues and managing relationships with suppliers/partner

- Implementing process and efficiency improvements to stores and responding to store feedback- Ensuring range changes were aligned to stores’ workload and capacity planning- Conducting budget management for range changes, and producing store communication and leadership and engagement packs- Implementing mitigation plans and conducting risk management to protect in-store availability and ensure an effective customer experience

Managing a team of 25 across Food and General Merchandise ranges, leading the production and deployment of planograms- Complying with display principles and ensuring planograms were customer-focused to drive sales- Managing various change critical projects, ensuring the completion of projects within time parameters and quality standards despite the demands of deadline-driven environments

Managing new implementation and process development projects, such as the deployment of a new structure into stores for space range and merchandising- Establishing project timelines and objectives and tracking the progress of projects- Project managing the development of new in-store reporting processes for range changes, as well as new systems for recording purposes- Creating and rolling out in-store training material for new systems, processes and operations

Achieving promotion to the role of Section Manager after four years with the company, starting on a school leaver’s course and completing a 12-week placement in each department- Managing up to 10 colleagues as Section Manager, across multiple departments, including stock control, delivering results against KPIs including waste management, shrinkage, availability and stock ordering