Self-start interim consultancy transforming business units for future growth or managing succession plans. Supporting the Boards on strategic turnaround or optimisation projects that significantly enhance overall business capabilities and deliver service excellence. Major clients & recent mandates delivered, include:

Led global teams to transform the supply chain across multiple B2C and B2B stakeholders during a COVID / Brexit. The matrix organisation: 2 businesses operating across 53 markets. T/O £22m, P&L Accountability £7.5m, 155 Direct Team members.- Achieved operational growth of the business T/O from £12m to £28m with foundations for capability to £50m. - Implemented S&OP progress: negotiating and launching new ERP, WMS, EU 3PL and inbound logistics partner: £200k savings and 20%+ productivity. Invoicing and credit control accountability.- Successfully built and executed a strategic supply chain across multiple channels and global customers. - Optimised the company’s customer service (productivity increased 25%), supply chain activity (lead time reduction 2.5 weeks) and investor relations through COVID and BREXIT a period of significant business change. - Collaborated with Commercial teams to launch new websites, drop-ship / key accounts and pop-up retail outlets and show rooms in UK and EU.- Managed B2B and D2C customer service team: 1 manager and reduced 4 team members by implementing Zendesk CRM.- Balanced customer channel demands achieving major uplifts in both quantitative (+300% reach) and qualitative metrics.- Notably, delivered acquisition of a manufacturing site in Scotland and leading team implementing LEAN principles. Increased productivity 15% and brought in CTM contracts. Reducing labour turnover from 20% to 5% and absence by 8%.- Led 14 APAC and EMEA production suppliers and supply chains through times of key disruption.- Retained by KPMG and new owners to settle in teams and business continuity.

Responsible for delivering the ambitious strategic growth for the Supply-Chain & Logistics functions. £52m T/O, P&L Accountability £10.1m Direct 76 Team members.- Successfully restructured and upskilled management teams: budget setting, developed financial, operational and HR KPIs. - Delivered Year 1: £400k of savings in Transport operating costs with +12% increases in activity, new fleet and TMS.- YOY warehouse cost per order reduced 16%. - Introduced fuel spot purchasing: saving £50k in 18 months.- Notably, led team to deliver rapid expansion of warehousing, inventory and logistics capability to facilitate quick win of multi-million £ contract. Signed off handing over to successor appointed and developed since 2015. - Working with Production Director introduced the Train to Gain initiative to up and multi-skill workforce.- Additionally appointed as Wholesale Director to restructure and stabilise £5m sales division and supported £120k acquisition.

Briefed to support urgent financial turnaround of business with an aim to sell. Delivered £1.9m of cost savings.£65m T/O, P&L Accountability £11m, 6 sites, 238 Direct Team members- Closed 2 DC’s and opened 4 cross dock facilities.- Upgraded WMS and ERP for National Distribution Centre: productivity increased 18%.- Optimised transport schedules to meet new routes to market and reduce stock and handling: 22% margin improvement.- Identified and implemented 3rd party transport trunking. - Restructured owned manufacturing site generating 40% efficiencies. - Re-structured Financial and Customer Service operations: 50% reduction in team members.- Successfully sold in 2017 and retained for 3 months.

Restructured management teams, closed non-core in house maintenance operation and appointed 3rd party. £25m T/O, P&L accountability: £3.2m, 3 sites, 63 Direct team members- Secured “Red” O licence to green with local Traffic Commissioner. - Introduced operational and HR KPIs for all operations and reporting progress at monthly Board meetings. - Delivered within 4 months: £27k / month improvement in operating profit vs -£1k in sales in the month. - Saved Year 1: 7% per delivery: £11.23. - Launched telematics Saving an additional £3k a week run rate on fleet hours. - Part of regional acquisition team.

Responsibilities: £20m SW Region, 5 sites. Direct 88 team members, Indirect 505 team members- Appointed by a Samworth Brothers GEB Board member to restructure the £50m T/O Van Sales division.- Accountability for national fleet management (including re-tender of third-party provision) and performance management systems.- Introducing S&OP transformed the failing commercial activities within the Division.Achievements:- Delivered restructure of teams: pick accuracy increased 12%, customer waste claims reduced -23%.- Transformation of region: worst to #1 for Sales, Profitability and Waste reduction in 13 months.- Profitability review resulted in YoY sales up 5% with 8% less resource and customer base in first quarter.- New fleet provider, re-tender of £880k / annum management contract and fuel efficiency systems: £100k saving.- Labour turnover reduced from in 36% in 2010 to 6% in 2011. Developed two managers to promotion.- Merged national training and led all employee inductions.

Responsibilities: £14m Operation, 4 sites, 270 Direct Team members.- Recruited into Operating Board to oversee the restructure of the South with Group CEO specific tasks of ensuring profitability, security of service and stability for half of the geographic UK. - In house logistics service provider distributing four hundred chill lines to 45% of mainland UK Distribution Centres. The business philosophy is based around People, Quality, Profit.- Devised and implemented a new S&OP strategy to deliver change to People, Quality and Profit to all sectors establishing a progressive and dynamic business. Recruited new team: 7 now with 10+ years’ service.- Ensure business continuity in between 3 MDs, 3 FDs and 4 HR managers at Operating Board Level.Achievements:- 5-year indicators: revenue growth 46%, NOP improvement 188%.- Supported commercial growth: 50% external sales growth which delivered a gross margin improvement from 27% in high volume to 34% average.- Transport unit costs reduced 14% from £39.06 to £33.59 despite rising fuel and material costs. - Warehouse productivity improved 215%: from ninety-five cases / hour to 205 cases / hour.- Introduction of customer logistics scorecards and third-party contracts: 99.7% internal service level and external end user service recognised by TESCO and Morrisons. Reduced claims from 3% sales to 0.9%.- Labour turnover reduced from 50% to 5% and work force increase from 180 to 270.- Gained EFSIS Higher and IPPC Accreditation thus reducing claims from 3% sales to 0.9%. - Personal Injuries down from 8.9/100,000 hrs to 2.92 and Riddor’s at 0/100,000hrs for 2 years

Responsibilities:- Recruited into Tesco Magor to assist change within the site. Magor was the largest DC in the Tesco Distribution network both in size, throughput and headcount: 750,000 sqft, 1500 site employees at peak.- Site cost budget of £52m /annum, with multi department and full cost responsibility and harmonisation.- Requested by Board to oversee 3rd Party Recycling Operations (£32m) and EAP (£10m). - Commercially managed TESCO RSU’s: £32m cost business through recycling & cleaning equipment, management of third-party contractor. UK Loose Equipment Management: daily flows and £6m CAPEX spend. - European Agency Pilot: Sourcing of contract labour: UK & EU into the SE and Midlands: 350 FTE.- Regional Dismissal Officer: covering 7500 employees: no tribunals and one appeal in 18 months.Achievements:- Records broken: 100 units / man hour, 3-million-unit week, maximum weekly, daily and shift volumes.- Re-structuring of the internal supply chain: productivity gains of 21%. Became relief Transport solution for the national network: utilising ripple effect.- Reduced fixed union labour and introduced temporary foreign labour (first in TESCO). - Drove economies of scale and best cost/welfare model for EU labour. Established SE region labour model and supported new Govt “Gangmaster” legislation.

Site General Manager £22m TESCO frozen consolidation site. 400 direct team members.- Reduced claims by £94k: training and SOP’s. - Delivered £400k in savings through new forecasting techniques. - Opening of then the largest single chamber cold store in Europe: 50,500 pallets: £10m project alongside existing operation.SW Regional General Manager £20m, 3 sites, 250 direct team members.- Turnaround £20m underperforming region. - Increased existing regional revenue base by 12%, costs reduced 15%.- Successful £1.5 million re-development of site whilst remaining operational.

European Operations Manager: - M&S contract based in EU Head Offices: Baker Street, Paris and Madrid overseeing DC operations- European Transport contracts: Exel and BOC. AROL E-commerce startup Dublin.Contract Manager: Ford Dagenham JIT and sequencing supply to main line production. - Ford labour / Exel management. 24/7-line supply to the Fiesta assembly line and multi touch point accountability. - LEAN and Six Sigma principles