AFS (accurate, fast & secure) we are a last mile same and next day delivery/logistics Business working in partnership with some of the wolds largest retailers world wide....

Responsible for the management of Outbound Operations, overseeing the delivery of over 1 million customer shipments through peak weeks, through the management of six Area Managers and over 600 associates. Key deliverables were Safety, Quality, Customer Eperience and Performance.

I lead a Team of up to 200 Amazon Associates with the objective of delivering Amazon’s commitment to every customer promise. This is achieved through a clear understanding of what’s required motivating and mobilizing large groups of people to ensure consistent delivery of every objective. It’s a dynamic leadership role that requires real engagement to create a culture of safety, quality, performance and continuous improvement.

My role over this 3 year period was as a change Manager, to increase profitability in 4 sites where there was significant opportunity. This was delivered through engaging, motivating and leading people to deliver great customer service that produced consistent and sustainable profitability. I have created an environment of excellence in all aspects of customer experience.

I was seconded into this role, which required the Management of 11 Electrical Stores with a combined turnover of circa £80m. My responsibility was to lead 11 direct reports (and 200 indirect reports) to deliver 11 profitable businesses. The role focused on developing the Management Team and creating a succession plan that ensured continued growth within the Area. My main successes within the role - Due to economic challenges this role included the continued Management of the Loss Prevention Strategy within this Area. Achieving base growth in 2007/08 - against a backdrop of negative growth within the wider business. Area Ranking of 5th (from 20) in this year. Consistent customer experience in all 11 sites - supported by independent customer feedback. 6 of 11 Stores inside the Company top 25 Stores in the portfolio in 2008.

In this role I was responsible for the protection of all losses in the Company's Northern Region, 120 Stores, 6 After Sales Centres and 4 Home Delivery Platforms. I had 3 direct reports geographically positioned in their respective areas. The role involved the creation of and implementation of the Loss Prevention strategy. The main challenge on taking on this role was around changing how the role was perceived within the wider business and demonstrating how effective Loss Prevention Management could actually benefit the business and the operators. A first year saving on stock loss of more than £250k (at cost). The detection of serious and sustained Retail fraud. Continued saving's in years 2/3 of more than £150k on this first year.An operational recommendation that resulted in a saving of more £1.3m. Shrinkage on leaving the role had reduced from 0.4% to 0.15% of overall turnover.

I was responsible for all Northern Stores, Home Delivery Platforms and Service Centres. The role required me to undertake compliance lead Store visits/Audits that lead to operational recommendations that created significant improvement in both shrinkage and process in Store. This role was about engaging Store Management Teams and empowering them to use basic checks and balances that would improve control and reduce loss. My key achievements in this role were - Significantly supported the asset transfer from ScottishPower to Powerhouse. By the end of year 2 my Area had comparably the best shrinkage in the Business. ScottishPower Internal Audit; This role was both a Head Office and a Store Role. I was responsible for undertaking compliance lead Audits in both Store and Head Office functions. It was also in part project based where you would be assigned to an operational review for up to 6 months. This role reported directly into the Finance Department which was where I was encouraged to undertake some academic Accounts qualification.

Direct responsibility for the control of and accuracy of all stock held with the main Warehouse for the Sound & Vision project. The warehouse handled circa 500k weekly. Task included receipt/dispatch and return for credit of all faulty product.