Interim Managing Director for acquired businesses, including P&L accountability. Leading on synergies and commercial opportunities across the UK company owned business model. Driving scalable growth.

Starbucks accountable P&L lead for the overall geo development and business performance within all allocated EMEA markets.

Full P&L accountability for all company operated Starbucks stores in the UK. Overseeing three geographical regions, with c300 stores. The UK business forms part of Starbucks EMEA market and is the largest company owned business in EMEA. A member of the UK Leadership Team, and also part of the EMEA extended leadership team. Delivered the first ever post royalty profit of the UK equity market in nearly 25 yrs.

Accountable for all company run stores in London and the South of the UK. UK South is one of two divisions running all company operated stores within the UK. Full P&L accountability for c200 stores. The UK business is part of the Starbucks Europe, Middle East & Africa (EMEA) division. Led on a number of key changes that unlocked significant sales and profit growth within first 12 months in role. Oversaw the delivery of a number of key format developments to unlock new space and growth.Working directly to the UK VP and part of the EMEA extended leadership team.

Regional Director with P&L accountable the Southern Region. The Southern Region was formed of 10x Operations Groups, with c120 restaurants. Part of the company's UK & Ireland Operating Board and the company senior leadership team.

Senior manager accountable for the portfolio of programmes and projects within the Waitrose Commercial and Marketing directorates. Supported the business planning through the creation and execution of key elements of the business change plan, with overall portfolio budgetary control of c£35 - £50M capex pa. Working up to board level stakeholders, delivering cross divisional change programmes within the JL Partnership (examples include: Waitrose Garden, myWaitrose business capabilities).

Senior Manager accountable for developing, programme managing and implementing a new Home offer (homewares, electricals, clothing, toys etc) for Waitrose. Grew the number of branches that offer a meaningful Home assortment offer from 15 in 2010 to over 80 (inc significant growth in sales and profit). Programme deliverables included new branch offer, operating model, all sourcing and operational systems, new supply chain capability, new central BAU capability (buying / Merchandising / Own Brand development etc), selling space growth and removed dependency from historic JL direct supply model.

Senior manager of a team of process and productivity specialists within John Lewis Corporate, accountable for managing and maintaining the branch labour budgets for the Waitrose trading division. Implemented a major organisational restructure that delivered closer working relationships and an increased level of support provided to the customer (Waitrose). The improved service levels and ways of working delivered multiple million pound savings to the Waitrose branch pay budget.

Held a number of branch management positions before taking up a central change management role. Lead project manager on a operational performance and best practice review programme. Accountable for solution development and lead implementation manager for roll out across the business. Delivered significant savings to the operational costs to the business.

Graduated from the Royal Military Academy Sandhurst as a commissioned Army Officer. Completed further specialist training over my career, including signal communications, leadership and logistics. Held a number of positions up to the rank of Major in various leadership roles around the world, serving in Bosnia, UK, Germany, Falkland Islands and Sierra Leone.