I re-joined Tuffnells in February 2016 as International Business Development Manager, to improve the company’s European and International Service offerings by raising the profile of the current service offering, expanding the service portfolio and introducing new service partners. Working with only limited internal support, I took the company into an established European Express delivery network and set up the Line haul, IT, customer service, pricing and invoice functions along with producing two sales tariffs for the national sales team to promote. The consignment throughput and top line revenue increased initially despite a moderate appetite for the service.

As Route Development Manager, my brief was to predominantly seek new Airfreight revenue opportunities by personal endeavour and skill although ocean and overland/road business was also welcomed. Sourcing new leads and following up on all new business opportunities. Profit Target was £125,000 per annum.

As Commercial Manager, my brief was to review and change the company’s sales process and introduce additional portfolio services. I successfully introduced a corporate sales strategy, sales targets and productivity targets.Another key and major part of my brief was to apply for an Operator’s Licence to expand the company’s vehicle fleet which reached 15 LGV’s at one point and ranged from 7.5 tonne rigids to 44 tonne articulated vehicles and four trailers.As the CPC holder for the company Operators Licence, I was 100% responsible for both the legal and operational compliance. I audited the driver and vehicle tachograph records on a monthly basis using web-based analysis software. I was also responsible for recruitment and all other HR matters relating to drivers and operational staff at the Crawley facility and had overall responsibility for Health & Safety, HR and Discipline related matters at the company's two other UK sites in Felixstowe and Thurrock.Concentrated on developing the company’s UK Pallet service whilst ensuring that all other portfolio services were highlighted and made available as "Value Added Features" to both new and existing clients, in particular European Road Freight, Worldwide Courier and Ocean Services. The strategy proved successful with consignment levels increasing considerably on all services.I maintained strong and active relationships with the company’s major clients, attending service review meetings with the clients and used the opportunities to both “add value” and introduce all services to them.I also represented the company with the MD at worldwide networking conferences after which I developed and cultivated strong relationships with the global partners that promoted the ideal of stronger and lucrative trading partnerships between us.

In March 2005, I took the decision to return to a full time sales role so that I could spend more time with my wife and young family. In 2005/2006, due mainly to the initiatives and improvements made when I was General Manager, the branch worked from solid foundations to achieve a Profit Surplus of over £171,000. This was also helped by significant new business gains made by myself when I returned to a fulltime Sales Role in March 2005.

Full P & L control and responsibilities. Developed and lead a team of 65 managers and staff with a fleet of 36 delivery vehicles. Multi-million pound budget measured and managed through defined KPI’s.As General Manager I reduced branch losses in my first year in the position (2003/2004) from a budgeted loss of -£320k to less than -£175kIn my second year (2004/2005), I steered the branch to within sight of “break even”, only missing the targeted figure due to an unforeseen bad debt and missing the “top line” revenue figure by £25,000 against a budget of £3.2 millionAlso In 2004/2005, my Branch won a company merit award for the “MOST IMPROVED DEPOT”. This was achieved due to a number of different factors that included the branches KPI achievements and delivery performance as follows;1. Removing reliance on agency drivers from day to day branch activities2. Reviewing and restructuring all delivery routes within the branch to streamline and improve round geographies and delivery productivity figures.3. Restructuring the “driver model” by removing “Self-Employed Drivers” and employing a mix of Employed, Owner Driver and Sub-Contract Drivers4. Removing habitual “sickies” and introducing an achievable bonus scheme onto the Night Shift5. Recruited new team members and re-employed reliable key workers who had left the company dissatisfied with the previous managementThese initiatives resulted in:1. Cost savings in excess of £2500 per week2. Increased delivery productivity, improved vehicle utilisation and efficiency, provided additional opportunities to seek additional revenue3. An increase to productivity, reduced “drop cost” and reduced company’s Insurance liability on vehicle usage4. Reduction of sick days, improved shift moral and improved KPI’s. (Cons handled per man-hour and items handled per man.)5. Regaining of vital knowledge and experience and a boost to moral

Generation of additional revenue through personal endeavour from new customer acquisition and retention and development of existing customer base.Gained major new customer and generated over £600k of new revenue in first four months and improved overall revenue quality of depot and customer base.Involved in all aspects of the "Sales Process" from identifying and qualifying to closing and ensuring SLA's are met and revenue expectations and quality are achieved, taking any necessary action required.Liaising with Customer Services and Depot Operations Teams to ensure customer satisfaction and deal with any issues or further opportunities.

Full P & L control and responsibilities. Developed and lead a team of 55 managers and staff with a fleet of 35 delivery vehicles. Multi-million pound budget measured and managed through defined KPI’s.

Generation of additional revenue through new customer acquisition and retention and development of existing customer base.Consistently generated in excess of £400k of new revenue in per annum and improved overall revenue quality of depot and customer base.