Leveraging my experience to drive growth and innovation in one of the UK's leading postal operators, UK Mail, who are committed to delivering exceptional service and solutions to connect businesses and customers across the UK.

Business Development Manager at Citipost Mail, I specialize in revolutionizing business communication through our comprehensive services, including DSA postal solutions, international mail, digital print and enclosing, and data services. With 30 years of industry experience, I focus on forging strategic partnerships, developing tailored solutions to meet client needs, and driving revenue growth through innovative sales strategies. Passionate about maximizing communication impact, I am dedicated to ensuring client success and exploring new opportunities for mutual growth. Let's connect to discuss how I can elevate your mailing and communication strategies!

Sales Manager for The MAILSHOP; a full service mailing house offering Data, Print, Mail and postage services. The MAILSHOP offer a full service Data Bureau along with Printing services for all of your brochure and inserts needs. Mailing fulfilment services including high speed inkjetting for naked mailings/self mailers along with Paper wrapping and polywrapping services.

With a company history dating back over 100 years Communisis has a long established and enviable reputation as one of the largest producers of paper based communications in the UK. Communisis is a business that, is committed to the digital age, especially with print, having invested £14 million in six of the very latest HP wide format digital presses, perfect for the DM market; in particular highly personalised (1-2-1) mailings.

Leveraging Postal Savings for large mail users in the UK. targeting primarily end users, but also major mail producers.

Responsible for the financial management of a thriving sports and social club including management accounts, PAYE & VAT etc..

Newly formed U18 Youth team to manage the transition from youth football into the adult teams. The youth team plays in the Allied Counties Youth Football League

New business acquisition for UK Mail in the South of UK. targeting primarily end users, but also major mail producers.

Started a new team at Oxford City in the Midlands Junior Premier League..... The team won the league and cup double

Management of the clubs finances including subscriptions, match fees, fund raising and expenses. Production of Annual Accounts for the members

The sales of DSA postal servicesInternational Mail and Parcel ProductsExclusively New Business Development from a standing start. Annualised Value of £3m with a Gross margin of £240k.

Secretary of the largest Youth Football Club in West Oxfordshire

The manufacture of bespoke envelopes for commercial and direct marketing industry

Re-establish the business in the market place following the departure of the MD and senior management team including the recruitment and training of a new sales and commercial team.Consolidated the failing manufacturing business by the implementation of robust processes and controls. With good management controls in place, then presented the business to some targeted potential buyers resulting in the sale of the business to a third party within a three month time frame. Facilitated the integration of the Polestar Business into MBADeveloped and implemented the current MBA Business Development plan, which put the envelope business back into profit.Fully implemented the Shuttleworth MIS system on site.

to develop and implement an exit strategy for Polestar Group to divest of a non core business making bespoke envelopes for the greeting card market.

Direct responsibility for the Field Sales TeamDeveloped, implemented and directed a business development strategy that increased sales from £12.0m to £13.8m over 18 months. This included the restructuring of both external and internal sales to increase the business’s effectiveness across a broad spectrum of clients (Majors/Keys/Territory).Improved dramatically the company's processes for targeting, pitching, negotiating, winning and managing major contracts, including training of the field sales team in the process.Implemented a structured and controlled approach to Key Account ManagementPersonally winning contracts to the value of £1.7m from “Blue Chip” clients such as HSBC, Barclaycard and Royal Mail.

Full responsibility for Business Development.Increased sales by the development and introduction of a telemarketing operation which, supported by the implementation of a contact management software package, better utilised the skills of existing sales staff. Result was a 14.3% (£600k pa) in revenue, with a 2.5% improvement in GP. Reduced inventory by improving stock control processes. By analysing usages, reviewing order quantities, min/max holdings and by improving supplier service levels stock levels were reduced from £220k to £130k without affecting service levels. Whilst improving cash flow it also produced a saving of £25k in third party storage. Design and implementation of an improved quotation system.

Initiated, planned and implemented a sales and marketing strategy for a new business start up, which included developing a new and distinct corporate image and company values. Sales for the first year were £3.5m, which also included personal direct selling of £1.5m.Improved quotation conversion rates and reduced the number of misquotes by designing and developing an improved estimating program which enabled account managers to produce instant on-line quotations for clients. Conversion rate was improved by 25% by enabling prices to be negotiated in.

Managed specialist production unit, which manufactured largely bespoke envelopes plus envelope overprinting. Total of 80 staff.Development and growth of the bespoke envelope sales including key account development.Successfully restructured factory employing 80 staff from a single day to a double day shift by reviewing and utilising existing skills more fully and by implementing a training and development programme. Increased production output 85%, but also improved flexibility and transferability of skills.Installation of an in-house reprographics and plate-making department at a capital cost of £100,000 resulting from analysis of the previously sub-contracted process. This highlighted potential savings that were realised at £40k per annum after installation. Furthermore improved pre-production times from 24 hours to 6. (1999)Facilitated the achievement of “Investors in People” award. (1998)Analysed the causes and implemented a strategy to reduce production lost time from 4,720 hours in 1996 to 3,120 in 1997 and to 2,450 in 1998 by firstly, improving the process for the movement of materials from store to the shop floor and secondly, by developing more multi skilling for staff enabling them to work across departments. This resulted in additional cost recoveries of £170k over 2 years.