Simon Snell Email & Phone Number

Midlands

- Strategy & Leadership: Focuses on developing strategies that invest in future sustainable business success. Presents sound business cases supported with strong evidence. Communicates clearly to teams, displaying purpose in achieving overall business objectives - Commercial Management & Cost Control: Organises business resources and processes so that all are working towards common goals. Uses management information to highlight priority areas and ensure planned expenditure delivers anticipated benefits- Relationship Management: Firm believer in participative style of engagement to encourage ideas and good decision making at all levels. Helps identify development needs and addresses through planned training supported with mentoring and coaching- Sales & Process Improvement: Conducts a structured approach to determining the best methods for gaining competitive advantage and stronger performance- Communication & Influence: Consistent, clear, inclusive and fact based communication style. Influences internal and external stakeholders by considering other viewpoints and drivers when deciding most appropriate communication method and content

Midlands

Fully accountable for 12 Midland Stores, sales of 22M, 250 employees. Includes Sales targets, KPI’s and staff development• Evaluated processes, presented solutions and negotiated with all departments concerned following an EHO and local resident complaint. Negotiated with resident and EHO. Managed all expectations to resolve the dispute and to ensure no additional cost to business.• Presented and compiled a plan to resolve a new area with failing health and safety audits. Process introduced to achieve legal compliance and longevity alongside training, coaching and performance reviews. Resulted in 90% plus audits in every store.

West Midlands

Lidl UK 2003 - 2016Discount Food retailer with over 650 stores, sales in excess of 4B and 20,000 employees Area Manager - Central Birmingham & Warwickshire 2012 - 2016 Fully accountable for 5 Midland Stores, sales of 40M, 180 employees. Includes Sales targets, KPI’s and staff development• Developed a plan for all processes/departments due to new store opening. Initiated recruitment, training and coaching needs. New store opened to plan with highly successful team delivering sales in excess on £150,000 per week.• Evaluated management capabilities as inherited underperforming area whereby standards & KPI’s were not being achieved. Introduced succession planning. performance management, cultural change and team development which led to on target achievement• Defined a plan and expectations to introduce process to address previous poor customer service. Trained and coached the team. Led to enhanced customer satisfaction with a 78% drop in customer complaints with highest mystery shop/audit scores in the region.Area Manager - West Birmingham & Worcestershire 2008 - 2012 Fully accountable for 5 Midland Stores, sales of 26M, 120 employees. Includes Sales targets, KPI’s and staff development• Analysed current Area performances as annual targets were to be set. Negotiated store targets and ensured planning and communication were in place. This led to area P&L targets being exceeded and wastage savings were £78,000/annum compared to previous year. Area Manager - Central Birmingham 2003 - 2008Fully accountable for 4 Midland Stores, sales of 21M, 90 employees. Includes Sales targets, KPI’s and staff development• Initiated, managed and developed process and personnel training/development after inheriting a new area with poor shrinkage results. Reduced shrinkage from 1.65% to 0.41% saving the company £483,000 per annum

Birmingham, United Kingdom

Responsible for the activation and completion of projects with high profile clients such as Rolls Royce

Carrying out engineering projects at the Salford and Nottingham sites