At Sally Beauty Holdings, I held the position of UK Managing Director & Vice President. The UK division had 260 hair and beauty stores, targeting both the trade and retail customer, in addition to a significantly strong web presence. The group employed over 1700 people.As a Senior Executive I held full P&L responsibility. As we closed each financial quarter, I represented the United Kingdom at the Group Board; delivering formally, detailed information; seeking a positive constructive outcome for all Stakeholders on the operational and strategic direction of my business unit.I was fully accountable for the creation and execution of our annual and three year strategic plans. Working coherently, we determined new values and missions that would direct the business to meet the future needs of existing and new customers. Our focus was in both our bricks and mortar but most importantly our digital sites.  The most fundamental role I performed in conjunction with my senior team, was enabling a company to deliver these plans. I prided myself on being inclusive in the design of plans, looking for advice from external experts as required, and most critically, fully understanding the motivation and drivers of the consumer in the market place that we operated in.Throughout these business transformations, I ensured we addressed the impact this would have on the group, influencing and enabling teams, to guarantee attitude and action was not negatively impacted. I have been involved in many personnel restructures, utilising not only best practice, but also my own business acumen and ‘emotional intelligence’. I led the team to develop and upskill personnel at all levels during challenging situations. The results were clear.21% compound revenue increase over 5 years.23% compound improvement in L4L sales over 5 yearsCost savings amounting to 28% over 5 years.

In charge of the day-to-day executive management to the groups supply chain, including budgets, capital equipment, inventory forecasts, whilst integrating the retail arm to Boots supply chain, and the pharmacy/wholesale arm to be stand-alone.

Responsible for the commercial integration of Boots and Alliance Pharmacies retail productsLed and facilitated cross-functional teams to establish co joined buying terms, with appropriate corporate savings.Led range review process for Alliance Pharmacy and was key commercial lead in development of Your Local Boots Pharmacy

1998 - 2005Ernst & YoungRetail & Distribution Head Consulting ServicesHelped CEO of a leading mass merchandise retailer to restructure operations to reverse a downward trend in sales and profit. Streamlined management roles, marketing, merchandising and store Ops process improvements. Improved process efficiency and reduced functional costs. Significant improvements in profitability and reduction in cost baseManaged a major store transformation program for a leading grocery retailerGlobal supply chain new venture for a leading Consumer Goods company. Helped set up a technology on line trading exchange

As above

Interim Project Manager to set up, source and roll our chilled prepared food. Acting as an independent consultant, with three team members from the U.SResponsible for the development and initial launch of the retailer's own label products in key chilled food categories.

Category Director for New Chilled Ready Meals DivisionReporting to the Commercial Director was responsible for all commercial and strategic aspects of Tesco's chilled and frozen convenience foods, with a turnover of £750m.Responsible for Annual Turnover of £750 million, with 800 SKU's Marketing budget of £1mill

Category Manager or various departments including Chilled Ready Meals, in addition to Store Manager at various locations.