Passionate about providing service excellence to the SME market and supporting the Circular Economy.Everything Managed are revolutionising fully managed business services via cutting edge technology, a fully collaborative, ethical and sustainable Procurement function all supported by a world class customer experience.

An energetic and commercially astute Manager, with a strong background in business and procurement roles. Combines proven leadership skills with experience of managing tenders in both the public and private sectors. Recognised as an approachable individual, who develops positive relationships with colleagues and customers alike. Demonstrates a logical, methodical approach to problem-solving and procurement, consistently achieving demanding targets and deadlines. Embraces change and adapts quickly to new challenges. Keen to secure a new role which utilises my commercial awareness and buying skills.

B2B Contractor supplying flooring and showhomes to antional buildersSupplier terms negotiation improving gross margin by 3%Improved sales lead generation and conversion ratesIntroduction of category management disciplines and product performance analysisIntroduction of supplier and sub-contractor audits and complianceImproved supplier payment termsDevelopment of contract and B2B sales in addition to retailImproved cashflow with the introduction of IT systems and controlsIntroduction of purchasing strategies to improve stockturnNegotiation of terms for HR and Health and Safety professional servicesPlanning, procurement and project management of CAPEX projects In-depth market analysis to establish market position and opportunitiesPlanning and negotiation of marketing strategies in both traditional and on-line channelsAchievement of Health and Safety SSIP accreditationSuccessful tendering for new contracts within both the private and public sectorsReview and analysis of supply chain and logistics Review and introduction of focussed performance bonus schemesIntroduction of detailed budgets and targets by departmentStrong leadership maintaining staff retention through a period of significant changeIntroduction of results-based customer care department to drive “right first time” cultureIntroduced joint sales-lead relationships with non-competing interiors providersMCIPS Qualified

Multi-site retailer supplying flooring furniture and Interiors. Grew the business from £3 million to £10 million. I was directly involved in stock management, buying, marketing, HR, Health and Safety, customer data analysis, capex projects and project management, customer service and dispute resolution, customer focus groups, store layouts and range selections. I was also responsible for creating and working with strict financial targets including store and range profitability, budgets, staffing levels and sales generation.

Developed a retail convenience store business from nothing to 32 stores under the Alldays franchise, before selling the business back to the franchisor.start-up business started from my garage with a franchise agreement but no storesmanaged to raise £4m of funding for expansionachieved growth from zero to 22 stores in 30 monthsturnover growth from zero to £23 millionresultant business generating £600k profit before franchise feesresponsibilities included finance, property and buyingNegotiation of supplier terms in excess of franchisor termsNegotiation of property acquisitions and leasesNegotiation of business acquisitionsManaged major capex projects during store developmentssold business back to franchisor (Alldays)

This was a business turnaround and rescue operation. I inherited a loss-making chain of 23 freezer centres which the parent PLC needed turning around. Within three years the chain was making £500,000 and was sold on for a profit by the parent company. P &L responsibility for 40 stores with turnover of £22m Major business turnaround success On arrival 3rd MD in 2 years with major staff and morale problems Sales were running at –25%, with a projected loss of £500k Cost savings achieved of £500k Margin growth achieved of 2.1% achieved through improved purchasing strategies  Successful introduction of new trading strategy and brand name Review and re-structure of distribution facilities and logistics resulting in significant cost savings On disposal the business was achieving sales of +11% and projected profit of £360k MBO attempt failed at detailed negotiation stage, resulting in trade sale