Commercial and Strategic plans (including implementation) for a life-changing, patented and unique new probiotic branded Ferrocalm. Ferrocalm has been developed over the last decade by the FerryX team and is a highly effective at helping mange gut health. It is unique as it works when all other probiotics fail and can survive in environments when all other probiotics won't. I am delighted to be part of this team that can change the lives of IBS sufferers and consumers with a stressed gut. I look forward to helping make Ferrocalm a huge success.

Exciting times ahead with MAXWELLIA

Reporting to the CEO. Responsible for all commercial aspects of the organisation primarily focussed Sales and Marketing strategy and implementation, including core brand growth, new product development, new product launches, along with integration of acquisitions and Group strategic directionTurnover Responsibility - £30m+ Budget Responsibility - £10m• Responsible for exceptional UK sales growth moving from 13th position in the UK Advanced Wound Care market (£200m value) to 4th position over a 4-year period.• Quadrupled turnover (£7m-£30m+) and UK profit through a strong investment phase in the UK business. Employee numbers from 30 – 140+ in the same period.• Built UK sales force from 18 – 55 heads, and a fully integrated marketing department from 1-6 heads.• Built KerramaxCare to be the No.1 brand (from 30th) in the total Advanced Wound Care market through an innovative new category marketing approach.• Setup, and took to profitability, Crawford’s US subsidiary in 2013, acquiring a local cornerstone brand to build a sales force around (2018 t/o reached $10m).• Built German JV business in 2015, recruiting a complete German team from GM through to sales force and marketing operation. German business reached break-even by the end of year 3.• Launched over 12 new brands to the UK market in 3 years• Executed UK Office move to larger premises in 2012• Completed a number of company and brand acquisitions, plus licencing agreements.• Introduced and implemented Business Planning, Budgeting and Management review processes. Commercial, Financial and Operational, including Group wide CRM process.• Executed full 3 PL move with no loss of sales or orders.

From October 2007 to present SSL made the acquisition, via a Joint Venture, of a local Russian company (Medcom) selling similar products to SSL, Turnover 2007 £100m.I was tasked with delivering the acquisition and integration as one of 5 functional heads.I worked intially on the successful negotiation of the distribution contract with Medcom before being a key member of the 4 man team who negotiated the JV and the Sale and Purchase agreement.I was commercially responsible for the acquisition and JV, during this period whilst Turnover grew from £100m to £165m in 3 years.Introduced and implemented Business Planning, Budgeting and Management review processes. Commercial, Financial and Operational

Export division is broadly defined as the MEA Region. Managed Sales and Marketing teams working with distributors in over 70 countries.Grew SSL Export division turnover from £11m (2007) to £23m (2010). Operating Profit almost trebled during the same period.Results driven by greater focus, better use of investment and increased investment in high margin products.Developed new Business Planning process to focus department on certain key growth territories. Introduced menu approach for management of markets to ensure consistency of method and support.Changed departmental approach to have greater more consumer and ATL focus.Delivered Durex sales growth from £3m 2007 to £10m 2010 in the culturally difficult region of the Middle East.Launched non-corporate led bespoke npd in selected diverse markets to deliver £1m on top of plan. Developing a truly entrepreneurial department.

GM for Czech and Slovak delivering a company wide restructureClosure of 2 warehouses and move to Third Party Logistics provider.Implemented ERP systems, moving from JDE to Axapta.Commercial restructure. New sales force management and key customer management.Closure of Slovakian office and statutory entity.Implemented new company culture. Changing to commercially focused away from administrative focus.Introduced new business oriented KPI’s for all tiers.

Managed team of Business Sector and Account Managers responsible for Grocery Sector, Boots, Drug and Convenience SectorsIntroduced new account planning and management tools. Improved account managers skills via bespoke training programsHigh level of customer contact.