Leading the Inbound team in Delivery Station DBE2 as Operations Manager. Responsibilities include Co-ordination of the Inbound team, ensuring a stable daily operation, providing the roadmap for continuous improvement and people development, as well as collaboration with external departments and partners such as Delivery Service Providers, Finance, Loss Prevention, ACES and Engineering. Some key tasks and milestones are:- Direct management, performance coaching and career development of the Inbound Shift Managers.- Senior delivery Station manager proxy, therefore full accountability for the site during their absence.- Building the Berlin-Brandenburg Inbound SME (subject matter expert) group for Inbound with sub-SME Groups for Sortation and Dispatch process. Defined the weekly call structure in order to promote best practice sharing, centralise KPI reporting and promote a regional approach to project management and continous improvement for the Inbound business area.- Supporting Country/Europe wide projects such as Bag aware routing, Veterancy aware labour planning and automated labelling and conveying solutions within DBE2 as an EU Pilot scheme

Overseeing day to day Operations of in-Station processes within the Delivery Station by supporting a broad team of Shift Managers, Supervisors and 300+ Sortation Associates. Responsibilities include:- applying local law and WHO advice on hygiene and social distancing guidelines during the covid pandemic to all work processes and areas within the delivery station in order to protect Associates and Drivers, while maintaining a 24/6 delivery operation.- maintaining an engaged workforce despite the pandemic by adapting Associate communication channels and implementing socially distanced engagement activities, measured through the anonymous Amazon connections employee feedback system.- tracking and improvement of operational KPIs such as driver on-time departure, labour efficiency and sorting quality- carrying out long and short term labour planning for the Station, in particular in preparation for the busy christmas period- reporting of daily business KPIs and project updates to senior leadership, as well as providing action plans to off-performance areas.- Implementing multi-cycle operations setup with the Station. An additional shift and increased Station timeline complexity led to a station capacity increase of 20%.

Managed the Outbound Department for the largest Amazon Logistics site in Germany. Led a team of Supervisors and Associates to achieve on-road delivery performance and customer satisfaction, as well as managing the on-site Operations of a pool of sub-contracter logistics companies and their 500+ delivery drivers. Lauched new delivery services for the Station such as Same-day deliveries and introducing AMFlex self employed drivers.

led the project start-up for the international transfer of a production line from England to Germany. The task-based plan and critical path schedule which I developed helped me to ensure that the necessary departments such as QA, Engineering, Safety and Planning were involved at the correct stages. Directed the organisational and physical structure of the new line, led training trips for the German team to the UK plant and prepared and carried out validations to qualify the line in its new location. In doing so, I was able to ensure the successful start-up of the production line in Germany, on time and on budget.Took on the role of line leader for the excess time remaining for this long term business trip, I continued to maintain the progress by focusing on loss elimination and operator training. Developing a culture of autonomous teams, as well as coaching lean and root-cause problem solving techniques, led to an 8.6% downtime reduction compared to the UK results.

Lead the production module through a period of severe uncertainty including a company merger and site closure within 6 months of each other. Achieved a 95% "Successful Outcome" rate for all employees leaving due to the site closure, with zero safety or quality incidents throughout this very sensitive period. Maintained a hyper-care approach and increased team-manager dialogue to secure maintained production results and morale within the group, providing support and coaching for troubled team members.

I manage the four production lines of the retail haircare module, producing the UK's leading haircolour brand Nice'n'easy in a 20M unit module. I ensure all safety and quality standards are met while achieving service productvity and cost targets through leading my operations team of 18 employees.I set the vision for the produce to demand production module through the loss elimination process and through deligating team ownership of results to drive improvement. Delivered significant improvements in waste, unplanned and planned downtime.Provide the daily direction to the module, ensuring technical, operational and organisational issues are resolved quickly and correctly through collaborating with external departments.

Transitioned with Procter and Gambles beauty division into Coty Inc, remaining at the Newcastle upon Tyne production site.

I provided technical support to a team of operators and technicians, leading investigations into safety, quality and cost issues and providing coaching to production teams on a high speed production line for retail hair colour.Resolved several long-standing manufacturing issues through advanced problem solving techniques and root-cause analysis, reducing unplanned machine dowtime in my area by 55% and eliminating a fill variation quality issue.Created technical standards for existing and new equipment, which I also validated and qualified, as well as delivered the operations transfer training plan for.Delivered a waste reduction saving of 14% of the modules waste costs by leading a project to retain product during the dye wash system during changeover. Utilised the change management process to implement the change and worked with Quality, Safety, Laboratory and engineering design departments to deliver the change.Owned the site's defect handling system, initiating a collaboration between the other autonomous maintenance system of cleaning and inspection to systemically increase the number of machine defects found on site, reducing the number of breakdowns.

Positioned in the technical sales and engineering department for an Industrial mixer manufacturer. Tasks varied from carrying out lab trials, creating technical machine manuals and leading a project to improve the production planning for the site.A priority task was to overhaul the technical manual creation process and content. I successfully reduced the time to create machine manuals by developing standard variations of selectable documents for each machine type, while simultaneously improving the content to provide increased customer service.I regularly visited customer sites, offering a first hand experience with customer relations, as well as the various manufacturing processes used for a variety of products, including chocolate, toothpaste, chewing gum, cereals and protein powders. Some of the customers visited include Mars, Unilever and GSK, whom I carried out a project on temperature measurement within mixing vessels for during my internship.I conducted an investigation into the production mapping for the site in the latter half of my internship, recognising severe flaws in efficiency and work flow throughout the manufacturing process. My investigation in turn influenced the relocating of the site after my employment, to allow for leaner and more cost efficient processes to be employed.