Interim business leadership and consultancy support

Full P&L responsibility for in-house automated warehouse and 3PL carrier operations. Development of business process and change plan to underpin continued growth and development of new market opportunities. Leadership of operational team of c.100 colleagues and contract management of a GNFR portfolio across carriers, packaging, MHE, facilities and automation systems. Introduction of route to market solutions for expanding product ranges in line with legislative requirements and development of new ways of working that have delivered a 30% improvement in productivity. Design and implementation of inventory and stocking plan that have resulted in a 16% improvement in ‘fast pick’ functionality. Group Health and Safety and facilities lead. Introduction of full KPI suite to measure OTIF, productivity and sales rates which had previously not existed.

Responsible for the end-to-end supply chain across 9 operating sites (5 distribution and 4 fresh fish production) with sales in excess of £300m p.a. Leading a planning, operations, customer service, quality assurance and continuous improvement/project functions supported by c.900 colleagues and c.260 vehicles supplying over 2000 customers per day with an annual operating budget in excess of £50mDeveloping and implementing strategic plans in line with the global requirements of the US based parent organisation. Lead personal development plans for colleagues across all levels and oversee the delivery of Health and Safety, Technical Fleet Compliance and Environmental standards in line with both legislative and internal requirements. Develop and implement business improvement plans, including WMS and TMS re-design, customer engagement and CRM metrics and productivity measurement and improvement.

Working with businesses from across the commercial spectrum driving efficiency, collaboration and best practice.With a deep knowledge of the FMCG market, we develop and build on relationships with producers, service providers and customers to maximise the value of the end-to-end supply chain. Having also managed and led multi-million pound transformation programmes we are able to provide direction and most importantly clarity in times of change and potential turmoil.Our approach to interim is to fully submerse ourselves into the culture of the client and support change with a focus on communication across all stakeholder groups, whilst ensuring key milestones are documented and achieved. Examples of active or recent projects include:UK start-up for European 4PL 'control-tower' logistics service with first year turnover in excess of £1m;Planning review for leading chilled food manufacturer which delivered a 50% reduction in process duplication;Development of an end-to-end chill category planning approach and training material for an offshore food retail business;Preparation of a primary logistics business support toolkit for SME's under the umbrella of the Welsh Assembly;Design and implementation of a detailed carrier SLA and audit of GS1 standards, relating to inbound logistic flows;Set-up and programme management of an industry-wide supply chain optimisation programme for wholesale operators and their suppliers;Provided thought leadership and strategic analysis to a major trade organisation on how to support the UK wholesale and foodservice sectors going forward;Provision of an industry mentor programme for a major 3PL that assisted in the delivery of a > 10% improvement versus budgeted revenues; Review and implementation of revised customer delivery profile for a foodservice operator which delivered saving in excess of £150k p.a.

Following the acquisition of Fowler Welch by Culina and the subsequent transfer of the operation to Great Bear, oversaw the business transition to the new operating model. Responsibilities included leading the TUPE , IT, commercial, fleet, SHEQ and finance and admin functions from the Fowler Welch perspective.

Responsible for driving continuous improvement across warehouse, transport and commercial functions within the Ambient business unit. Full ownership of all aspects of the P&L for the entire division with turnovers in excess of £10m p.a.Setting the strategic direction in terms of geographical network development and customer partnerships.Redefining sales and new business development approach and overhaul of commercial proposition across warehouse, transport and co-packing disciplines which resulted in significant growth in throughout in all areasDevelopment and implementation of cultural change programme, which has delivered double-digit annual reductions in staff turnover, outstanding health and safety compliance and improved colleague engagement scores.Overseen a baseline improvement in both customer service levels and operating profit across both warehouse and transport in each year in role, through developing new warehouse productivity techniques and a complete overhaul of ‘carrier management’ approaches and diversity.

Programme lead for warehouse flow and transport optimisation project, which delivered increased drop density, fleet reduction and warehouse productivity and service improvements.

Act as mentor to mid-senior level managers as part of business and personal development programmes, providing remote and face-to-face support.

Providing industry knowledge and insight supporting new business and ongoing contract delivery

Providing consultancy support to specific supply chain activities including the development of contractor SLA's and supporting further adoption of GS1 standards in relation to goods in and traceability processes.

Supporting the development of efficient supply chain solutions and working with major brands to enhance current information and communication flows.Working with both multi-national and SME operations to develop shared benefit operations.

Overseeing the UK start-up of a SME logistics service provider and associated tech platform - “Über for lorries”. Responsible for new business development and commercial relationships with UK-based clients and developing global inbound logistic solutions by developing ‘from scratch’ a network of carriers and 3PL partners.

Supporting an end-to-end strategic review of the planning function within the Added Value Division.

Responsible for strategic design, implementation and change management teams responsible for the upgrade of physical supply chain and supporting technology, incorporating implementation of SAP ECC6 functionality including elements of APO. Oversee the end-to-end Supply Chain elements of the SAP technical upgrade to an ECC6.0 platform across 25000 SKU's, 198 colleagues and 32 locations with no negative impact whatsoever on customer service.Develop and implement the Target Operating Model (TOM), incorporating end-to-end business process redesign and documentation and supporting ERP system selection and configuration . Develop and implement change impact programme incorporating Organisational Design, Customer and Supplier Transition using a Prosci template and methodology. Develop, communicate and measure the fully integrated business case incorporating cost of solutions and associated productivity and cash impact improvements, with a total expenditure in excess of £100m. Oversee the development and implementation of robust end-to-end business processes. Oversee the development of robust testing programme incorporating both I.S. and business related requirements. Lead business SME's and technical partners in the development of solution blueprint and functional specification documentation supporting the implementation of SAP APO (gATP & DP) solutions.Lead and coach a cross-functional team of business and third party partner colleagues and external consultants ensuring all programme deadlines and costs are met. Oversee the design and implementation of a multi-temperature Velocity Based Distribution network across 32 UK locations and 25000 product lines in consultation with 800+ suppliers.Stakeholder management/influence at the most senior level in Plc, Private and VC owned environments.

To establish the strategic direction and oversee the budgetary requirements for the Product Supply division. To establish a supply chain framework in a multi-site environment that enables optimum utilisation of third party service providers and manufacturers and maximise the productivity of internal assets. Act as strategic support for non-UK operating companies in matters relating to the supply chain and work across group framework to ensure that the supply chain strategy underpins the group strategic business plan. Key AccountabilitiesAchievement of key customer service objectives in terms of stock availability Management of P&L budget in excess of £50m paOptimising working capital (stocks) budget in excess of £70mRecruitment, development and leadership of the Supply Chain team of more than 100 colleagues across UK and IrelandOversee cross-functional change management activitySupplier selection negotiation to Board Level on c£50m services spendMember of UK & Ireland Executive CommitteeImplementation of key supply chain principles, including Demand Planning, S&OP, VMI and ex-WorksDevelopment of logistics solutions from across Europe, The Far East, North and South America and Southern AfricaKey AchievementsReduction in inventory of 32% Development of a web-based supplier collaboration platform. Improvement of customer availability to 99.83%Introduction of Demand Planning and Customer Supply functions delivering the foundation for the implementation of S&OP.The integration and SAP implementation of 4 acquired business with turnovers in excess of £200mImplementation of hub/spoke velocity based supply chain modelIntroduction of Primary Consolidation model based upon SAP consignment stock and VMIIntroduction of pan-European platforms in France & Holland Introduction of global container logistics solutions via a the ports of Dunkerque and RotterdamIntroduction of centralised, category management focused Product Supply structure

Responsible for the supply and demand function plus commercial logistics and in-house and outsourced manufacturing operations across ambient and frozen product ranges.Key achievements include the introduction of dedicated customer facing demand planning function; the centralisation of ambient supply planning into the head office environment and the introduction of an ambient primary consolidation platform

Responsible for the end-to-end supply chain (factory to depot) function of the UK's leading delivered foodservice organisation.Key achievements include development of central chill NDC; European primary logistics operations in France and Holland and introduction of UK largest consignment stock frozen consolidation platform; re-write of in-house production planning processes across three manufacturing plants.

Responsible for re-engineering the primary supply platform of the UK's leading frozen food delivered wholesaler and supporting the transfer from an AS400 to a SAP ERP platform whilst integrating several multi-million pound business acquisitionsKey achievements - introduction of UK foodservice largest primary consolidation operation; introduction of dedicated customer facing supply chain team; centralisation of supply function into the head office environment as the platform for the introduction of a category management structure across the business; integration of in-house and third party manufacturing sites onto SAP platform.

FSDG, a strategic industry group within GS1 UK, is working towards achieving a common approach to overcoming key sector challenges. Members include senior directors from leading food service organisations including: Brakes, Mitchells & Butlers, Unilever, Whitbread and Compass.Key player in the development of the "Foodservice Roadmap" for use in driving the introduction of standard product identification, using GTIN's.Development and delivery of keynote presentation at GS1 Retail and Foodservice Conference 2013.

Member of cross-industry executive team focused on delivering best practice in food supply chain collaboration.Specifically act as co-Chair of the Sustainable Distribution workgroup which has produced a reduction in excess of 200m 'food miles' in the UK in the last 4 years.Part of the cross-industry judging panel for the 2011 IGD Annual Awards.

Board director of leading food logistics trade association.

Controlled the development of the backhaul and ex-works strategy including developing a business strategy to grow customer base. Worked between multi-depot operations and central supply chain functions to deliver cost effective logistics solutions for Safeway's 750 strong supplier base. Developed a new business pipeline of £1.5m p.a. for each year in the role and managed the transfer of activity between 3PL partners and in-house operations.

Responsible for the introduction of supply chain operations to support the roll-out of clothing, small electricals and childrens toys and games

Development of supplier partnership programme within the chilled dairy, meat, fresh produce and bakery categories. Introduction of 7 day intake and despatch profiles plus 'pick by line' and 'consolidation disciplines.

Managed a team of 6 with focus on delivering optimum store delivery profiles. Responsible for all 3PL interfaces with regards to store delivery interfaces.

Responsibility for designing optimum order/delivery profile across all temperature regimes for stores serviced from the Aylesford & Welwyn Garden City RDC's

Scheduling deliveries across the 100+ store delivery area of the Aylesford RDC with responsibility for driver rota management and store delivery time allocation

Trainee accountant responsible for invoice reconcilliation within Expense Ledger

Responsible for the reconciliation and control of new business customer accounts and associated general ledger postings