Additional Duties and an extended team of 4 Team Leaders and 46 staff

Management of a market driven redundancy program with a 30% reduction in staffing.Formal restructuring of the Customer Service Department to a model that has been implemented throughout MOL Europe.Recognised as a commercial interface between customers and MOL Sales functions, dealing with all non pricing elements of customer interaction.Control and profile in Claims Management extended to include Bill of Lading Management.Coordination of a J-SOX audit covering all areas of MOL UK

Met / exceeded employment brief to redesign and develop a Department that was deemed to be poorly performing.Established and implemented numerous key functionality targets, through revised processes and clearly visible KPOs, resulting in results that positioned the profile of the Department from the worst to the best within MOL Europe.Continual policy of Headcount reduction applied in times of significant growth and also economic downturn.Successfully defined an ‘outsourcing management' policy which was recognized as best practice by European Outsourcing Management.Designed and implemented Cross Functional working procedures resulting in improved efficiency and harmonious working practices. Claim management responsibility and recognition as point of reference for this area. Instigated a policy on limiting MOL liability, including collection of goods as a deterrent to claims for water damage of packaging.Office Refurbishment Project management - restructure / redesign of circa 5,000ft2 office area. MOL 2007 Olympics organizer - Sporting event held in Holland with 130 attendees from 7 European regions requiring Sports facility, transport, accommodation and entertainment.Invited to MOL College in Tokyo in 2006 as MOL UK Representative and acted / acting as an integral part of a Project Team that has significantly reduced the number of emails sent within MOL.

Achievements:redefined the dry reinforcements business, to counter market penetration by low cost ‘Far Eastern' producers.restructured the Purchasing function (annual spend circa £40m). re-engineered several key business processes with regard to a significant inventory management issue.Established and implemented rigorous service levels and operating procedures whilst on secondment to a newly acquired subsidiary in Canada.

Achievements :recruitment, development and management of a team of Sales professionals throughout a sustained period of growth from £10m to £60m.identification and resolution of poor performance issues within the Supply Chain of a rapidly growing company. focused delivery of improvement in areas of Production Scheduling and Warehousing.delivered ongoing sales administration performance in line with customer expectations in growth markets.

Achievements :developed and managed a Customer Services / Sales Administration Team and structure, in line with corporate export growth plans.created the Sales Manager role, with a strong emphasis on winning overseas business (which eventually achieved the Queens Award for Export) .reviewed and re-defined a Distributor Network which subsequently doubled sales and became recognized as a key contributor to SP's growth

Achievements :implemented operating efficiencies and improved Customer Service levels and took on all day to day management responsibilities of the business, allowing the Manager and Directors to focus on future objectives.Subsequently delivered new business both in terms of volumes but also improved loading compatibilities in order to maximize profitability.

Increased the profile of the Airfreight Department within the organization by achieving doubled revenue figures through complimentary selling to a range of existing customers.Gained a reputation both personally and for the company as specialist within the Hampshire region for the shipment of ‘hazardous' materials by air.