Invited by Barratt Developments to participate, as part of executive team strategic business plan, to develop a strategic and systematic change model to use at all levels of the organisation focusing on organisation effectiveness, culture and process. Partnered with selected external suppliers and HR leadership for assessment and planning, engagement and communication ensuring a clear vision and purpose of the change was at the heart of the process. The outcome was a successful change project… Show more Invited by Barratt Developments to participate, as part of executive team strategic business plan, to develop a strategic and systematic change model to use at all levels of the organisation focusing on organisation effectiveness, culture and process. Partnered with selected external suppliers and HR leadership for assessment and planning, engagement and communication ensuring a clear vision and purpose of the change was at the heart of the process. The outcome was a successful change project resulting in an effective toolkit for future management change projects. Provided consultation service for a FTSE 100 company to lead, facilitate and sustain a significant change programme across the business's streams, advising the PLC leadership and Head of Function. The priority for the programme was senior management engagement, securing their commitment and support to model the behaviours and lead the importance of change. I developed best practice and a review process to ensure feedback mechanisms were implemented to ensure the continuous improvement and simplification of the change programme could be led internally to deliver the business outcomes. Show less

Established a design & build business in the West of Scotland, specialising in property improvement, outdoor living space and garden rooms. A communicative led approach to construction, establishing the “why’s” of a build with a view to creating improved quality and reduced costs. This approach has led to a varied portfolio of projects with turnover growth of 125% over 3 years. Complexity of projects have increased to include multi sector trades and suppliers with design led e-planning… Show more Established a design & build business in the West of Scotland, specialising in property improvement, outdoor living space and garden rooms. A communicative led approach to construction, establishing the “why’s” of a build with a view to creating improved quality and reduced costs. This approach has led to a varied portfolio of projects with turnover growth of 125% over 3 years. Complexity of projects have increased to include multi sector trades and suppliers with design led e-planning requirements for clients who wish to have a tailored service for their construction project. Show less

Joined a highly successful Cancer focused charity to support and review the retail & income operations, with a view to supporting, growing and enabling future investment based on improved revenues.Working with a very talented and dynamic CEO, and focused leadership team to simplify and review process, setting new benchmark standards for retail and challenging new opportunities to drive turnover and income. All this with the aim to facilitate future investment for support and care of… Show more Joined a highly successful Cancer focused charity to support and review the retail & income operations, with a view to supporting, growing and enabling future investment based on improved revenues.Working with a very talented and dynamic CEO, and focused leadership team to simplify and review process, setting new benchmark standards for retail and challenging new opportunities to drive turnover and income. All this with the aim to facilitate future investment for support and care of the patients and families of those using Ayrshire Cancer Support.More information available at : www.ayshirecs.org Show less

I accepted an invitation from the Ayrshire Chamber of Commerce to provide support and mentoring as part of the Developing Young Workers programme, that was established by the Department of Education. My involvement as a mentor requires giving lectures to large or small groups of school or college students, tackling subjects such as: Leadership & Management, Responsibility & Accountability in the workplace, Transformational and Transferable skills. All with a view to growing the talent and… Show more I accepted an invitation from the Ayrshire Chamber of Commerce to provide support and mentoring as part of the Developing Young Workers programme, that was established by the Department of Education. My involvement as a mentor requires giving lectures to large or small groups of school or college students, tackling subjects such as: Leadership & Management, Responsibility & Accountability in the workplace, Transformational and Transferable skills. All with a view to growing the talent and potential that exists in our communities. Show less

MSc in Management Engineering for Process Excellence

Following a business wide review of people & process, I joined the Barratt to lead, facilitate and sustain fundamental change across the business's sales streams. Reporting to PLC leadership and Head of Function. Focusing on senior management engagement, I identified best practice and developed a review process that drove continuous improvement and simplification. Project managed the program from development , recruitment of professional resource to service delivery. Implemented a set… Show more Following a business wide review of people & process, I joined the Barratt to lead, facilitate and sustain fundamental change across the business's sales streams. Reporting to PLC leadership and Head of Function. Focusing on senior management engagement, I identified best practice and developed a review process that drove continuous improvement and simplification. Project managed the program from development , recruitment of professional resource to service delivery. Implemented a set of review points for the business that provided regional and national leadership with clear measurable data highlighting performance. Developed a structure of communication to enable business units to contribute and shape the business success.Coached & Managed a new team to implement change effectively and seamlessly , by mentoring and supporting performance and analysing consistent themes for development.Invited to participate, as part of senior review process, to develop a new change model for business wide use, suitable for use by executive and colleague, working with third party supplier and HR leadership shaping, testing and piloting alongside a real-time change project. Resulting in a simple yet effective toolkit that engages and challenges management and leadership to identify and coach change effectively.Regular review with corporate leadership, providing progress against agreed measures and implementing solutions to correct under performing streams. Influenced development of scope of project to take advantage of simplification and efficiencies business wide.Key Areas of accountability : Leadership Engagement, Project Leadership & Delivery, Communication, Managing SLA's , Executive communication, Relationship building across business streams Show less

I have managed a number of hypermarkets as a store manager - complex retail business’s with 400+ employees. Hypermarkets equate to 75% of sales and 55% of UK profit. • As a result of poor management controls on major cost lines, I highlighted a critical threat to profitability and year end performance. By reviewing the performance by cost line with my team, I identified the opportunities to reverse the trend, improving performance, and tasked that the improvement be continued for the… Show more I have managed a number of hypermarkets as a store manager - complex retail business’s with 400+ employees. Hypermarkets equate to 75% of sales and 55% of UK profit. • As a result of poor management controls on major cost lines, I highlighted a critical threat to profitability and year end performance. By reviewing the performance by cost line with my team, I identified the opportunities to reverse the trend, improving performance, and tasked that the improvement be continued for the remaining weeks of the financial year. This recovered a deficit of £118k in cost and delivered a year end position of £21k underspent to budget. • I took over a store that had a high absence rate, relative to the company average. This adversely affected resources and financial performance. I directed the leadership team through analysis to understand the impacts and issues in their areas of responsibility. A series of business review meetings were conducted, highlighting trends and setting clear goals and guidelines for improvement. Moving the accountability away from the HR function to line management ensured that responsibility for improvement lay with the management team. This allowed HR to be freed up to coach the leadership team. Within six months absence reduced by 4.5% saving £5k per week.• In my store, sales of the online shopping business were under-performing compared to the company growth of 24%. I implemented a leadership team ‘on the ground week’, to improve and fully review all impacts to the operation, enabling the team to identify several critical improvements for immediate action. I decided to change the leadership of the department and recruit a manager whose style was based on engagement of staff and had a career history of producing results. I put into place an external team of resource to support the operation during the transition, providing necessary coaching and development. Resulting in increased sales of 75% year on year. Show less

Joined Tesco as a graduate management trainee, moving through the business in different line management positions. Senior appointment to a business acquisition in Northern Ireland leading and integrating change projects. Promoted to store manager in small format stores before progressing to managing a number of large scale hypermarkets. During this time I was selected to lead a senior productivity change role across the UK.

Responsible for 225 stores in the Hypermarkets where the target population was Senior Mgrs & Directors. I reported to the Executive Director of the Hypermarket business. I was selected for this national role as a result of my successes in productivity controls, demonstrating skills in strategic thinking and influencing skills of senior executives. The role required influencing and gaining agreement to land major change programmes.• This role required the development of business… Show more Responsible for 225 stores in the Hypermarkets where the target population was Senior Mgrs & Directors. I reported to the Executive Director of the Hypermarket business. I was selected for this national role as a result of my successes in productivity controls, demonstrating skills in strategic thinking and influencing skills of senior executives. The role required influencing and gaining agreement to land major change programmes.• This role required the development of business improvement programme, to implement new process and technology to improve productivity and save £187m of costs. By using the plans developed and running management engagement sessions for all levels of retail leadership, the programme delivered a reduction of stock that was valued at £123m, with a further 12% improvement of payroll costs. There was also significant improvement of stores morale surveys during and after programme and sustained productivity benefits to the business. My leadership helped improve the regions performance to ‘best in business’ for cost control, productivity and service delivery.• Key to the Change Programme role was regular update and review with the project team and the Executive Director. Provided high level summary of results and progress to date, with the opportunity to obtain feedback and challenge from the business leadership. This helped shape how I presented my challenges to the store managers and directors. I developed an evolving style and encouraged senior managers to work in a safe, trusting environment which was key to the many project successes. • By ensuring that plan review was on the regional meetings throughout the year, I was able to drive convergence of performance, highlighting the business unit’s performance against measures enabling the directors to support the objectives and opportunities. Using the bottom 10% criteria I published management data that reported achievement and success. Show less

Following appointment as a store manager I moved through different sizes and scales of business building a range of experience, successes and results.• Experienced in Union negotiation and management of relationships, gained by management & resolution of complex grievance & disciplinary cases. Used by the business to review complex cases of conduct vs. employment law. I had gained a reputation for effective decision making whilst providing fair and appropriate solutions in sensitive… Show more Following appointment as a store manager I moved through different sizes and scales of business building a range of experience, successes and results.• Experienced in Union negotiation and management of relationships, gained by management & resolution of complex grievance & disciplinary cases. Used by the business to review complex cases of conduct vs. employment law. I had gained a reputation for effective decision making whilst providing fair and appropriate solutions in sensitive situations. This enabled me to provide my managers with good ‘case based’ coaching on employment law and how to provide effective yet balanced decisions in disciplinary and sensitive grievance cases. Show less

Following successful completion of company development programme, I led smaller operational management teams across various functions of the Tesco business.

This role had responsibility for 49 stores • Tesco purchased a retail business In Ireland. The 49 stores and support function in Northern Ireland were required to be integrated into the mainstream Tesco business model. I was selected to lead the systems and management training team. Along with the team leads I devised a trial model to roll out across stores: training, supporting, managing and reviewing the store closures / rebranding and subsequent sustainment plan to ensure successful… Show more This role had responsibility for 49 stores • Tesco purchased a retail business In Ireland. The 49 stores and support function in Northern Ireland were required to be integrated into the mainstream Tesco business model. I was selected to lead the systems and management training team. Along with the team leads I devised a trial model to roll out across stores: training, supporting, managing and reviewing the store closures / rebranding and subsequent sustainment plan to ensure successful integration into the UK business.• The integration team was my first experience of leading a large team of managers across multiple locations. The project manager’s role required that key milestones and deadlines were achieved, sense checking the quality and consistency of development was sustainable. I developed a plan for myself that demanded personal effectiveness, containing regular 1-2-1 contact with my team, the opportunity to get personal and business plan feedback from the local management teams. A key learning was that each secondee should develop at pace and benefit from the experience as much as the local management team Show less

Graduate fast track management training programme 89 - 91, followed by 5 years line management experience.