Stephen Gorman Email and Phone Number

In March 2010 I was approached by Regis Roofing Supplies to ask if I would be interested in an internal sales role. Regis where a new company who had being trading for just over a year and had been very successful. I was brought in to complement the existing team and use my experience, knowledge and contacts to build on the success of the company. During my time here I would like to think I have grown in to an integral part of the team and my job role includes sourcing new products, marketing through website and SEO, Setting budgets and targets for yearly growth and Key Account Management. Working closely with the rest of the team we spot opportunities in the market and try to build our business around these opportunities. We realise the importance of being flexible as a business and being able to react in an ever changing market place. To date we have grown the business considerably year on year and have recently moved into a purpose built office and warehousing facility again realising the opportunities we have by increasing our stock profile to suit what our customer’s needs are. We focus a lot on brand and at the moment are distributors for 6 or 7 leading brands within our industry again this allows us to sell quality product at competitive rates. I have contributed significantly to help elevate Regis to the first choice for supplies to the Metal Roofing and Cladding Industry.www.regisroofingsupplies.com

The job I was employed to do was set up a business within a business. The task was to source all products used in the construction of a Capital Steel Building and service the distributor network. I managed to source product at greatly reduced rates due to my ability to forecast the stock usage over prolonged periods and use my network of contacts to build trading relationships. It was my job to pick and distribute these parts working closely with all the distributors (over 30) and also the main suppliers to ensure all goods arrived on time at site. This was achieved through building good communication and relations with all distributors and also the main suppliers. I showed that the business I was running would run with a healthy balance sheet. Not long after we started shipping to sites the managing director had a change of focus for the business. It was then that the MD was looking to break into new markets which unfortunately were the worst performing of the EU states in Ireland and Spain. My job role then became Country Manager for Ireland. It was my responsibility to seek distributors to set up a network of 5 companies to sell Capital Steel Buildings in both Northern and Southern Ireland. I managed to achieve this with 6 distributors, each paying 10000 euros for the distributorship, signing up over the first 8 months including the biggest steel shed supplier in Ireland Steeltech Sheds. . Another project that was my responsibility at this time was the software development and testing of a new product range for Capital. Based upon success the company had in Australia the company decided to explore the market for Carports and Canopies. Working closely with my counterparts in Australia I was responsible for testing software reporting bugs and suggesting possible fixes. It was also my task to source products and components to be used in the construction of the system. During this time I became more experienced in the use of Microsoft Excel and Word.

When I was working in B&Q I worked alongside a member of staff who left to become the branch manager at a national fixing and fastening supplier. Within 2 weeks he had call me to see if I would be interested in moving on from B&Q to work with him. Initially employed too re merchandise the warehouse and set up a stock control system (which was then rolled out nationally) I then moved into the sales office. It was my job to service the then existing customer base, at a time when all key personnel had left the company, and build new customer relations to help firstly stabilise the business and then grow the business year on year. Together we managed to stabilise the sales that had been falling year on year for a number of years. We achieved this by speaking with the customer base and potential new customers and profiling our stock to suit our customers’ needs and the market demands. The roofing and cladding industry, like many, is a very service orientated industry and we found by providing great service and getting to know customers on a personal level this would have to be a key focus if we were to succeed. We managed to steady the ship as they say and continued on a path for 3 years this included relocation of the office and warehouse to new premises. When the branch manager left I applied for the vacant position and although I was unsuccessful due to my lack of experience I was promoted to sales office manager. Working closely with the new branch manager we then started to grow the business and when I left the branch had gone from turning over 400k a year in 2004 to a turnover of 1.2 million in 2007 (the year before I left). This was achieved with me setting the budgets and targets for growth each year and also being involved in the recruitment of new personnel as well as being in control of purchasing for the branch. I was then approached by Capital Steel Buildings who were looking for someone to set up a new business.