As liaison between the Customer and the Gregory Group, I held regular meetings with customers to ensure that we were supplying the best service that we could and supplying information and technical help to further assist our customers. As part of our commitment to customers, we ran regular KPI’s and were held accountable for anything that is below 98%. The "Customer Service Manager" role was added to my duties in 2022, to cover a team of 6 customer service agents at the main depot; this consisted of all aspects of day-to-day management, financial investigations into the pallet networks to ensure that all billing was correct, and continuous improvement of the base level customer services for the company.

Off the back of the Covid-19 lockdowns, companies were obviously still nervous about employees returning to the office. As a result, I was asked to manage the pallet network operations for three sites, making me responsible for all aspects of their operations. The primary focus of this role was navigating one of the worst periods in pallet network history; the network saw an enormous influx of freight into the Southwest, as a result of businesses re-opening. We saw an increase of over 400% freight in the networks (equating to approximately 4000 extra pallets in total). For the next three months, my team and I worked tirelessly to navigate our way through an unprecedented demand crisis and came out the other side successfully. At the end of this assignment, I handed off the pallet networks to the newly hired pallet network manager, leaving this part of the service in the best state possible.

I identified the need for a dedicated liaison role to bridge the gap between customers and the company, facilitating regular contact, meetings, and monitoring of key performance indicators (KPIs). Before putting the idea forward, I conducted thorough research and analysis to validate the business requirements for this role. Surveys were distributed to network customers to guage their feedback and insights. These results were analysed, highlighting a significant demand for a central contact point for customer inquiries and information, outside of the standard transport and customer service teams.I brought this idea to the Business Operations Director in order to pitch the implementation of this strategic initiative, aimed at enhancing customer-company communications and relations. This was quickly approved and I went on to set up the necessary tools and infrastructure required, before proactively engaging with customers to address their needs, concerns, and expectations. Almost immediately, we saw a significant improvement in customer satisfaction - our stakeholders felt heard and voiced their appreciation that they were now receiving quick, accurate information from a single point of contact. This led to an increase in new business, as our reputation improved considerably and we observed an exceptional increase in customer retention within 3 months, justifying this role irrefutably.

Due to a change in the management structure of the company, I ended up solely responsible for the Willand site, as a de-facto Depot Manager.The depot was left in my very capable hands. My responsibilities were the same as my previous role, albeit managing all aspects of the depot and a slightly larger number of employees.In May 2018, I completed my Transport Manager Certificate of Professional Competence (International CPC), giving me the title of Transport/Operations Manager. I also furthered my knowledge by completing an Enhanced Health & Safety course.I managed all teams and encouraged their development. I tried to get the best out of all the employees under my care to improve, motivate and ultimately operate as a successful depot.

As Operations Manager, I was responsible for overseeing and managing the day-to-day operations of the organisation. In this role, i developed and implemented operational strategies with the goal of optimising the efficiency and productivity of the business, whilst maintaining the timely and accurate delivery of goods, alongside our exceptional customer service.Driving coordination and cooperation between dispatchers, drivers and warehouse staff was essential in this role, to streamline operations and effectively meet ever growing customer demand. Our analysis of KPIs to identify areas that could be improved, along with any necessary adjustments highlighted by these indicators, drove an increase in operational efficiency.Maintaining strong client relationships was vital for operational success. I ensured consistent service and high customer satisfaction levels while implementing safety protocols to mitigate risks and maintain regulatory compliance. As well as managing local fleet maintenance to uphold vehicle standards and ensure regulatory compliance.A crucial aspect of this role involved leadership and mentorship. I took pride in leading and mentoring my staff, providing guidance and support to enable and develop a brilliant team of people. Through effective leadership, I empowered my team to consistently achieve excellence in their roles, contributing to the overall success of the organisation.Additional projects:-- Co-developed a system to manage accidents and damage. The project was so successful in educating drivers, it was rolled out to the Cullompton depot and has since been used across the business.- Developed training methods and material for apprentice Class 1 and 2 drivers, in order to complete their 12 week course. My apprentice training approach was so successful that the training department rolled it out across the business. I trained 19 apprentices of which 80% are still retained within the company.

As Customer Services Manager, I spearheaded the implementation of best practices across all employees, resulting in the development of an exceptionally high standard of customer service. The commitment to delivering unparalleled service, aiming not only to meet but surpass customer expectations was central to our approach. I instilled the ethos of treating customers' goods with utmost care, transforming the culture of pallet deliveries into a personalised service experience, where it had previously been somewhat disjointed and impersonal. To proactively address potential issues and enhance customer satisfaction, I introduced Key Performance Indicators (KPIs) for our top clients. This proactive approach allowed us to identify and resolve any issues before they escalated into complaints; preempting customer dissatisfaction and implementing preventive measures for the future.Subsequently, with changes in organisational structure, I assumed responsibility for managing the day-to-day operations of the depot in Willand. This transition provided me with the opportunity to cultivate closer relationships with over 50 staff members and actively participate in all aspects of work and personnel planning at the Willand depot.After further demonstrating my capabilities, I earned a promotion to the role of Operations Manager. This transition marked the beginning of significant growth and development in my career trajectory.

Following my promotion, I seized the opportunity to lead the team of employees, quickly establishing myself as a pivotal figure within the operations department. My responsibilities evolved to managing and running the day to day functions of the operations team. In this capacity, I reported directly to the Depot Manager, showcasing my capacity to effectively manage and direct the team.

An administration role via an agency, immediately after finishing University. This role was comprised of standard office duties (customer services, internal organisation, etc).Within a 12-month period in this position, my responsibilities expanded to include training new staff members in the office, guaranteeing and maintaining exceptional standards in customer service. As a result of my performance, I was promoted to the role of Customer Service Supervisor.