M: 07511 876479E: tom.pearson@cpdbodies.comW: www.cpdbodies.com

M: 07511 876479E: tom.pearson@cpdbodies.comW: www.vandemand.com

Rebuilt an underperforming sales team from 2 heads to 10.Grown business development in the North West from last position in the UKI business, to second in just 6 months. Putting people development at the forefront of my endeavours, have identified and readied a solid number two to myself, and have successful placed 2 of the team onto Speedy's HIPO (High Performance) programme, of which there were only 14 places in the UK. These actions form the backbone of my retention and succession… Show more Rebuilt an underperforming sales team from 2 heads to 10.Grown business development in the North West from last position in the UKI business, to second in just 6 months. Putting people development at the forefront of my endeavours, have identified and readied a solid number two to myself, and have successful placed 2 of the team onto Speedy's HIPO (High Performance) programme, of which there were only 14 places in the UK. These actions form the backbone of my retention and succession strategies. Nominated for “Leader of the Year” FY22 for my involvement with the sales team from November 2021. Elected to the Speedy Colleague Consultative Committee to represent UK Sales. Show less

This role was a new one to Speedy, with my remit being to gathering intelligence on, and subsequently influence, major projects across Ireland, Scotland and Northern England.Defined a pipeline of potential revenue across new and existing markets over the next 30 years; through market research, pooling of information and client engagement, using the growing drive towards carbon net zero as a platform for introduction.Developed project-based revenue through non-commercial value… Show more This role was a new one to Speedy, with my remit being to gathering intelligence on, and subsequently influence, major projects across Ireland, Scotland and Northern England.Defined a pipeline of potential revenue across new and existing markets over the next 30 years; through market research, pooling of information and client engagement, using the growing drive towards carbon net zero as a platform for introduction.Developed project-based revenue through non-commercial value selling across Sustainability, Safety and Innovation.Championing true partnerships – win together, lose together – for the betterment of both businesses. This 'alliance' mentality has positioned Speedy as a supplier on several major projects in the North of England. Generated the proposal for, and subsequently won, a unique relationship with an accreditation body – which has introduced 200+ new accounts to Speedy in the last 12 months. Began the process of introducing Major Project BDMs into the Northern regions, all of which are significantly impacting local revenues through adoption of a targeted pipeline and developed customer relationships at SHEQ, Environmental and Sustainability level. Show less

Grew the organisations revenue 7%, despite Covid-19, through on boarding a quickly deployed sales team, hands on key account growth, contract awards and the launch of a Total Solutions offering.Grew top 10 accounts including; UK Power Networks, Morrison Utilities, Fulcrum & Balfour Beatty.Introduced £1m of new business through the team, across 52 new accounts.Instigated a cost-to-serve review, standardised company wide hire rates, defining processes and procedures to support… Show more Grew the organisations revenue 7%, despite Covid-19, through on boarding a quickly deployed sales team, hands on key account growth, contract awards and the launch of a Total Solutions offering.Grew top 10 accounts including; UK Power Networks, Morrison Utilities, Fulcrum & Balfour Beatty.Introduced £1m of new business through the team, across 52 new accounts.Instigated a cost-to-serve review, standardised company wide hire rates, defining processes and procedures to support implementation. Developed the sales team from 1 to 5 heads.Launched RTS Total Solutions, a rehire proposition offering plant, powered access, power generation, lighting solutions, cranes and portable welfare.Introduced, implemented and administered SalesForce CRM including integrating to existing systems.Planned, developed and launched new website in March 2020 using this as an opportunity to vastly improve SEO, focus on bring a social media plan to life, and build in an improved CX journey.Aligned marketing consistency across the organisation including email signatures, recognising the brand values, internal documentation, and introducing elements of PR to RTS, all underpinning a brand awareness campaign that saw website traffic triple, social media following quintuple, and contributed to the new business development number.With a focus on innovation, launched and led the RTS Innovation Committee which saw the introduction of AutoGreen lights the to fleet, a standardised processs library for the business, naming our IPV 'Florence Nightingale' in honour of our NHS, and an in production Traffic Management mobile application truly unique to the market.Integral in the recognition and achievement of becoming a Gold member of the Supply Chain Sustainability School, being awarded Constructionline Gold, working towards FORS Silver, becoming SafeContractor approved and representing The 5% Club – bringing 4 new apprentices into the organisation to underpin our commitment here. Show less

Regional Sales Director responsible for 23 direct reports and annualised budget of 30% of UK business turnover & EBITDA.Implemented positive cultural change across the sales and operational teams through defining behaviours, benchmarking, recognition and reward & team growth. Developed headcount across internal and external teams, providing a strong succession pipeline for the future. 5.3% up on delivery budget YTD 2019.Leading the way in the UK, increasing average unit rental rate… Show more Regional Sales Director responsible for 23 direct reports and annualised budget of 30% of UK business turnover & EBITDA.Implemented positive cultural change across the sales and operational teams through defining behaviours, benchmarking, recognition and reward & team growth. Developed headcount across internal and external teams, providing a strong succession pipeline for the future. 5.3% up on delivery budget YTD 2019.Leading the way in the UK, increasing average unit rental rate by 4.6% on previous year.Key Account revenue +10% YoY 2017/18 and a further +23% YoY 2018/19 in region. Have defined and implemented Algeco Group Sales Strategies at UK and Global levels, being involved through regular meetings at Paris HQ. Show less

Head of National Accounts, responsible for 3 teams with an annualised budget exceeding 30% of company revenue.Won over £4m of major business opportunities away from direct competitors. Through redevelopment of National Account Strategy grew account revenue more than 20%, developing opportunities with re-hire partners by more than £1.5m, and retail sector revenue saw a significant increase.Developed wider business acumen focusing on elements of commercial activity, HR challenges… Show more Head of National Accounts, responsible for 3 teams with an annualised budget exceeding 30% of company revenue.Won over £4m of major business opportunities away from direct competitors. Through redevelopment of National Account Strategy grew account revenue more than 20%, developing opportunities with re-hire partners by more than £1.5m, and retail sector revenue saw a significant increase.Developed wider business acumen focusing on elements of commercial activity, HR challenges, contract law, working with FD to improve credit functionality, driving a customer-centric ethos at every level & ensuring a ‘right first time’ mentality. This has resulted in YoY growth of 4.5% across the business.Implemented Standardised Pricing across the business.Worked with marketing to develop the business portfolio and evolve route to market through segmentation specialisms. Show less

10 field-based direct reports, responsible for annualised budget in excess of £25mCohesive team structure introduced with strong relationships formed enabling continued success of team targets & strategies A customer-centric team focus, forcing a cultural change from transaction to strategic salesRemained self-billing, building on strong business and customer performance, ensuring true partnership workingDeveloped a number of Customer Service Advisors to identify, approach, and… Show more 10 field-based direct reports, responsible for annualised budget in excess of £25mCohesive team structure introduced with strong relationships formed enabling continued success of team targets & strategies A customer-centric team focus, forcing a cultural change from transaction to strategic salesRemained self-billing, building on strong business and customer performance, ensuring true partnership workingDeveloped a number of Customer Service Advisors to identify, approach, and grow new & future businessStrong retention model built through challenging existing practices & resolving historic customer experiencesEstablished regional networking events with other service providers to share industry knowledge Show less

10 direct reports80 strong department - involved in cross-skill training all colleagues (1:1 & group)Endorsed all elements of FCA guidelines across team and departmentKeen knowledge of financial risk required to protect staff & customersSupport the Training Academy, trained and developed over 100 individuals from classroom to live sales environmentL&D delivery on behalf of L&D department, including development of tools and processes to improve existing onesProduced a… Show more 10 direct reports80 strong department - involved in cross-skill training all colleagues (1:1 & group)Endorsed all elements of FCA guidelines across team and departmentKeen knowledge of financial risk required to protect staff & customersSupport the Training Academy, trained and developed over 100 individuals from classroom to live sales environmentL&D delivery on behalf of L&D department, including development of tools and processes to improve existing onesProduced a nationally used coaching booklet for Learning Mentors to develop alongside new staffSaw several of the best sales teams in the company develop on the back of support given and directed in this role Show less

Cold calling business to customerExceeded KPIs consistently at average of +57%Developed peers from below expected KPI scores to above; approximate 45% productivity increaseConsistent 'good' customer feedback & satisfaction scoresSupported Leadership Team in time of transition and fullfilled Team Leader role for 2 months of role