Helping retailers and manufacturers sell more and spend less by enabling them to use display platforms effectively and sustainably for high volume products and promotional activity.Supporting markets in UK, Ireland and the Nordics with insights to help CHEP give its customers unrivalled value.Using existing data and bespoke insights to help markets grow and drive our innovation pipeline.The role is set up to be an internal Subject Matter Expert - I am, in essence, CHEP’s “tame retailer”

Helping retailers and manufacturers sell more and spend less by enabling them to use display platforms effectively and sustainably for high volume products and promotional activity.I work in a consultative role with CHEP’s customers and partners across the industry in UK and Ireland, as well as setting up insights that allow CHEP to increase its focus on the shopper as the final stage of the supply chain.Building up relationships with other related businesses in the store display ecosystem, I am identifying opportunities to make store promotional displays more sustainable by reducing card and stretch wrap, switching to more sustainable materials and encouraging more use of CHEP’s carbon neutral display platforms.The role also enabled me to use my knowledge of the grocery industry to create thought leadership pieces including a white paper on the impact of HFSS legislation on off fixture promotions.

Heading up the Yorkshire Housing Help To Buy team, focused on delivering the Help to Buy contract for the North East and Yorkshire & Humber regions.The role involved me working with a variety of stakeholders and partners in the private and public sector as well as leading a hard-working team which helped over 6,000 households acquire a new home through the government's Help To Buy scheme last year.

Short-term contract to support the category team during a transitional period. The role focused on providing timely reports, presentations and analysis across multiple accounts and channels for both the confectionery and popcorn categories. The role has enabled me to demonstrate the ability to hit the ground running in a new position and honed my skills with Kantar and IRI.

Heading up the retail space planning function for Well, leading a team of merchandisers, macro space planners and space analysts.As well as developing a new framework for space planning processes and reporting, I am also leading strategic work looking at ways of maximizing return from the limited retail space available in community pharmacy. My accountabilities also include developing new kit solutions which help drive sales or improve operational efficiency. I played an active role in the project team leading the development and launch of a new retail concept into 12 pilot stores, with my focus being on the space allocation and development of shelving and merchandising kit with our external partners. This was a shopper-led project which looked to change how our customers viewed community pharmacy stores and drive retail sales. The role required me to operate at a senior level in the business, engaging with key decision makers in Operations, Buying, Marketing and Property, as well as working with leaders from our parent company, Bestway, on step change space projects.The role was reconfigured during a restructure and I took redundancy.

Working across all retailer accounts, and leading a team of 3, this was a new role within the Kellogg business and my first key accountabilities were establishing a dedicated merchandising function serving the Category Management team and developing a Customer Engagement Centre for improving engagement with retailers.The customer-facing aspects of the role consists of advising buying and merchandising teams from our customers on best practice for managing segment and micro space across all categories and channels as well as well collaboratively on Range Reviews. This would often include presenting larger scale macro proposals to our customers’ Commercial Directors. This work required me to work with IRI, Kantar, Dunnhumby and LMG data sources.Internally, I was the point of contact for all store technical and operational issues, for example advising on shelf-ready packaging, case collations, pack design, etc.I also managed the Customer Engagement Centre - a multi-functional space that was used as a showroom, research facility and merchandising space. As well as managing its use and development, I have project managed the relocation into our head office.My key achievements in this role were the Customer Engagement Centre, the establishment of clear and actionable Merchandising Metrics Reports and positive feedback from a broad selection of retail buying teams.

Development of ranging and promotional strategy for the embryonic Living format.Working with Buyers and Merchandisers to create the right range displayed the right way for a very different customer proposition to the core Asda estate.The role demanded a mix of analysis and shopper insight coupled with creative flair demanded by the more inspirational proposition of the Living format

Working a provisional portfolio of 35 stores, plus 2 new concept stores in North Wales, to deliver a more profitable but shopper focused ranging strategy for Asda's smaller stores.The work on ranging turned round the trial stores, delivering at 2%pt increase to Operating Profit while delivering double digit sales growth.The project also delivered recommendations for operational changes that would be needed for Asda to operate stores well below it's standard operating model square footage.

Working as an internal consultant across all categories, this role was established to provide shopper-focused guidance to buying teams. This was done through a mixture of sales analysis, benchmarking against main estate performance, store team feedback and attendance of shopper focus groups.As well as the day-to-day role, I also worked on special projects to help develop the Metro format. The most prominent of these was a High Street Discounter concept which was trialled in two stores and for which I was responsible for all range, space and merchandising decisions.

This role was part of an 18-month project that established channel management principles in Tesco and was initially focused on analysing store space against a new model for what became the Metro format and supporting two store planners in replanning the stores.After 12 months, the project was declared a success and the role evolved into also planning store layouts for a major refit programme of 180 stores. As well analysing the data, evolving the space model and planning the stores, the role also required site visits to get sign off from regional managers and acting as liaison for refit managers during execution.