Dolcetti Ice Cream Company are manufacturers of Hand Made Italian Gelato Ice Cream, Sorbets and Ice Cream Cakes for the Wholesale and Retail market. Using locally sourced milk, all products are made from Natural ingredients to achieve exceptional quality and taste.

Supply Chain Solutions Consultant specialising in profit enhancement programmes through cost reduction and productivity improvement. Current projects include :- three leading manufacturer distributors in the hot beverages industry, - a wholesale importer in the garden leisure business - a manufacturer in China supplying Europe, UK and USA. The successfully restructuring of stakeholders within the Supply Chain of a leading hot beverage brand, has improved Cashflow, Gross Margin and associated stock costs. These changes have resulted in enhanced profitability and market share opportunities.

Responsible for the Operational aspects of the Group sites within the UK and the opening of a new distribution site in Leeds in June 2011. Was also responsible for undertaking an investigation in fuel useage anomolies and unexplained driver time costs. These investigations significantly reduced costs within the business to enhance the profitability in both the short and long term, and also resulted in management restructuring at one of the depots.

Reporting directly to the General Manager, with daily support to Key Account Managers. Staff responsibility of two. Responsibility for Sourcing new products and the maintenance of optimum stock levels in the business directly related to the season nature of customer requirements. Reduced Suppliers by 70% and renegotiated payment terms to improve profitability. Control the Ordering and Shipments of stock from Far East factories together with other stock from an inter-group production facility in Italy. Introduced a Standard Costing model to identify and capture all costs associated with Far East purchasing. Introduced pricing models to enhance targeted profit margins for each sales channel. Introduced stock forecast models for each customer utilising historical, current and future stock and sales information. This model maximises availability whilst reducing stock and cashflow requirements. Project managed the integration of the Mondian systems, assets, stock and staff into the Deroma system after the acquisition.Maintenance of Mainframe and daily resolution of all IT related problems.

Reported directly to the Managing Director with staff responsibility of 25 to 40 (seasonal fluctuations). Appointed to restructure the business by rationalising overheads, stock levels, financial controls and operational systems whilst developing KPIs to enhance management reports.Full P&L responsibility with direct liaison with external financial stakeholders.Recovered a 11% loss on turnover to a break even within 12 months and ultimately delivered an EBITDA in excess of 20% to shareholders within 3 years of appointment. Restructured short term debt with favourable loans that were repaid within a 5 year period.Recovered old debts in excess of £130K and implemented financial controls resulting in zero bad debts for a number of years.Introduced Standard costing models to improve profitability within the different sales channels.Rationalised stock holding and improved stock turn from 0.5 to 7 within 3 years.Introduced CAPEX programmes that delivered returns earlier than agreed scope and budget. Wrote and implemented an Operations and Quality Manual with Far East Suppliers and warehouse staff to ensure product quality and availability consistency.Introduced Social Responsibility and Ethical Trading programs to enhance the welfare of factory staff and other Far East stakeholders.Responsible for the due diligence programme at time of disposal resulting in sale completion with a 3 week timeframe.“Rob Gibson worked as a Senior Director of our wholesale import business for several years. He is extremely hard working and did an excellent job with a keen attention to detail and the ability to build a team around him. I would heartily recommend him to any future employer” Charles Fry

Reported to the Chairman of Kopschitz Kerzen GmbH.Appointed by Kopschitz Kerzen to undertake a feasibility study on establishing a wholly owned subsidiary Stera Candles Ltd in the UK. Stera Candles was to be the distribution division for Kopschitz Kerzen to supply the UK. Project was halted due to critical funding and taxation issues.

Reported to Managing Director with indirect reporting to the Blyth President of Procurement.Responsible for component sourcing and purchasing within a manufacturing environment.Rationalised component Suppliers and renegotiated payment terms - improved Gross Margin by 3.2% within 6 months of implementing changes.Created Bills of Material and Standard costing models to improve the profitability of products being manufactured and sold.Introduced Purchase Order and Bill of Materials modules into the Accounting software.Introduced JIT controls for all components to improve production productivity and reduce cashflow requirements.Responsible for the system integration when Eclipse merged with Colony Gift Corporation.Tasked to rationalise costs in the new organisational structure that incorporated a new production facility manufacturing toiletries and pot pourri products. Reduced component costs increased margins and market share in the UK and in Europe.

Reported directly to the Branch Manager and indirectly to the Regional Director.Responsible for establishing this new division in South Wales. Daily responsibilities included all aspects of Accounts recruitment.Project managed the system integration of the division into the Head office system.

Reported to the Assistant Director of Financial Planning.Responsible for compiling monthly regional consolidation and over spend reports on all hospital expenditure totalling £18 Billion per annum.

Reported to the Head of Television Accounts and Financial Controller.Responsible for the reconciliation of Control Account for 23 companies within the BBC.Led a team of 5 to investigate the misallocation of £70 million and introduced controls to ensure misallocation of funds were avoided in the future.

Travelled in Europe undertaking short term temporary assignments to fund my travels

Reported to the Regional Director with responsible for evaluating prospective and existing business ventures with the view to financial development and growth.Undertook feasibility studies to ascertain the financial viability with different loan structures and compiled a financial training manual for prospective clients.; Reported to the Board of Directors and Shareholders with responsibility for the growth and development of new factories and retail outlets in South Africa.Responsible for the Procurement of new machinery from the UK and Italy.Wrote and implemented the franchise Management Training Manuals.