I base my teaching on the real world and how to apply theory to the real world - I use my experience and the experience of others in how to get things done and inspire a change in thinking - I am not a professional tutor - I am someone who has had significant amounts of success in the military, logistics and production world and can help someone who wants to understand how to be successful in the commercial world in the future.
I am a Head Of Operations for a chemical manufacturing company, I used to run Amazon's logistics operations in London and also a former commissioned officer in the RAF SFSG with a degree in History with Maritime History - I have had a very complex career so far gaining significant experience in getting the best out of people.
BA (Hons) CMI RAF
● Highly motivated and excellent leader with extensive military planning and leadership knowledge in aviation, civilian logistics in retail and wholesale and Frozen food and fresh food manufacturing.
● Proven results in cultural change and continuous Improvement.
● Extensive operational and project management experience.
● Strong IT, communication, financial skills and commercially motivated.
● KPI driven with ability to exceed targets imposed; both personal and business.
● Tenacious hard worker with ability to learn from mistakes whilst been unafraid to make mistakes in order to make improvements.
● Avid believer of ACL and SQDCPE management techniques but always looking to improve with new methodologies.
● Chartered Management Institute (CMI)
● HM Queen’s Commission
● BA (Hons) in History with Maritime History from the University of Hull
● Level 5 Diploma in Leadership and Management (CMI)
● 3 A’ Levels in Chemistry, Biology and History and As in Government and Politics
● 8 GCSE’s A* to C
Feb 2019 to Present Head of Operations
Stephenson Group – Leeds
• Reporting into the C.O.O. Responsible for all elements of the companies operation.
o Customer services
• Working alongside the Head of Technical and Sales team to support product development and support business growth.
Oct 2017 to January 2019 Amazon Logistics
Delivery Station Manager – East and Central London
● Full site responsibility for Amazons final mile operation in central London, Western Europe’s densest geography with significant commercial and residential deliveries.
● Running a site which operates 270 routes per day working with 3PL partners to support a 98% delivery service from 93% on takeover of site.
● Reduced cps by 17p for average of 50000 parcels per day (c. 2.65 million pound saving).
● Took employee engagement from 3.4 (out of 5) to 4.2 satisfaction.
● Reduction of driver turnover from 652 in 12 months to 105 in 12 months.
● Supported DXW2 over Christmas (Largest delivery station in Amazon Logistics) and supported a delivery success turnaround from 92% to 98.5% during the busiest period of operations.
● Following very successful performance and change to the site, due to death in the family I took the decision to resign so I could be close to my son and refocus my energy to support my family and look to furthering my career closer to home.
Mar 2015 to Oct 2017 Bidvest Foodservice/ Bidfood
Head of Operations – Yorkshire
● Responsible for all operations in Yorkshire and the regional hub for the North of England with an annual budget of £47 million, stock holding of over £6 million and 190 colleagues.
● Reporting into the General Manager Yorkshire and working alongside the Head of Sales.
o Managing 7 direct reports; Transport Manager, Nights Warehouse Manager, Days Warehouse Managers, Stock Manager, Site Excellence Manager, Administration and Customer service manager.
o Service level has gone from 89% to 98% during my tenure, reduction in stock loss of £250k pa, increase in site profit of £1.788 million YOY and a reduction of Cost Per Item Delivered of £1.50 YOY.
o Biggest achievement is the cultural change of the site which has turned around drastically to an empowered well coached workforce as opposed to a “tell and do” directorial style.
This can be seen in the ‘your voice’ survey with the site achieving a 75% satisfaction rating, 4% higher than the entire company average and 12% higher than company depot average.
o Responsible for changing the methodology of the business in terms of Continuous improvement, cost management and creating profit from the use of backhauls.
Taken the role from a nightly radial and hub & spoke operation to a 24 hour national distribution centre and simultaneous local operations fully utilising the fleet whilst improving the sites fleet and warehouse legality KPI’s.
Dec 2013 to Mar 2015 McCain Foods Ltd
May 2014 to Mar 2015 McCain Foods Ltd
Project Start Up Manager
● Responsible for the design, implementation and commissioning for capital and site projects for GB region.
o Responsible for the design, implementation, site and central engineering coordination, colleague engagement of 2 capital projects over £1.5 million at two sites in UK. First project was seen as most successful project to date for GB Central engineering for its complexity and quick turnaround. Project will save £70 million pa through lost sales. Second project currently ongoing.
o Responsible for the design, implementation, colleague engagement for 4 site projects each over £0.25 million which are required for doubling production capacity, improving work environments and reducing wastage and costs.
● The role is very new to the GB region and has proved its worth through the successful implementation of the above projects and improving colleague skills. Implementation comes through managing a team responsible for Food Safety and Health and Safety, Environment, Production, Quality and site engineering and working alongside the project manager who is responsible for the management of contractors and engineering works.
● Due to the success of the above projects has opened up GB to over £150 million worth of projects over the next 5 years.
Dec 2013 – May 2014 McCain Foods Ltd
Area Operations Leader
● Front Line Manager Role within food manufacturing, responsible for product delivery, managing a small shift of 60 people in total.
● Responsible for a 60% reduction in primary customer complaints over my first 6 months due to personal projects and leading a cost reduction exercise which will lead to a minimum of £500,000 pa at one site of savings due to waste reduction and full utilisation of personnel roles within the business.
May 2013- Dec 2013 Halfords UK Ltd
E-Commerce Operations Manager
● Responsible for all aspects of e-commerce logistics within Halfords over 2 sites, reporting into the national distribution manager, head of logistics and supply chain director as well as digital director.
● Total headcount responsible for of 500+. Working with Head of Logistics to implement infrastructure increases for plan 2016 Halfords e-commerce growth to 20% of overall business.
● Responsible for driving the growth of the area implementing e-commerce infrastructure and service 2-year plan within the division to increase capacity by over 1000% and improve service levels to 99.99995%.
● Project was split into 3 areas to increase service level from 82% to the above specified. Within first 24 weeks, service level has increased to 98% by reviewing all aspects of full DC operation and implementing solutions into each i.e. reducing time from Goods in to Tote utilisation and then into automated pick replenishment reduced missed orders by 75%.
● Increase of productivity from 16.1 lpmh (lines/orders per man-hour) to 32 lpmh fulfilled through product availability. 47.5% of online sales came through 17% of stock lines, which were scattered, between two picking zones on 3 different WMS systems. By creating a new pick area for web only and fast moving lines and these only been on one WMS system, which works better with the web system, has doubled productivity.
● By separating all functions of the role and including a Geographical and time based sort has improved carrier satisfaction and improved their service to Halfords. By end of my 5th Month within the business I am responsible for an increase in service level of 15%, overall carrier delivery rate of 8% and reduction of failed deliveries of 100%
● Working with several carriers and couriers to ensure service delivery to the customer on a daily basis.
● Working with several WMS systems throughout the operation, SAP, Manhattan and Dematic WCS.
● Currently working on as well as above project, a training and development project to improve colleague engagement, reduce miss picks and turnover and reduce overall number of lower management. Current estimates are of saving £3 million pa due to inaccuracies reduced (currently at £2.25m, colleague turnover of 50% in first 6 months and reduce team management numbers from 33 to 15 and shift management from 7 to 3, also saving a further £250,000. Latter currently in consultation with HR, former awaiting sign off from Supply chain director.)
● Left due to opportunity to live and work in Yorkshire.
Jan 2013 – May 2013 L’Oreal
Interim Shift Ops Manager - Warehousing and Distribution
● Responsible for the day to day management of the warehouse operation reporting into the site operations manager
● Working alongside another shift manager
● Responsible for a team of four shift co-ordinators spread throughout the operation and a team of c.75- 100 employee’s dependant on the shift.
● Responsible for internal lean management project with an aim of saving +£100,000 pa with a capital spend of £50,000.
Oct 2012 – Jan 2013 Morrisons Manufacturing
Front Line Manager (Shift Operations Manager) Manufacturing/ Baking
● Responsible for the production, packing and picking of all bread and muffin products produced by Morrisons during a period of change including the introduction of a new state of the art baking facility. Reporting into the Site Operations manager on a daily basis and assuming site responsibility on nights.
● Responsible for a team of between 20 and 150 personnel dependant on shift with two shift coordinators (shift managers) and 6 Line leaders (department managers) reporting directly in to myself.
● Implementation of lean management principles across entire site and culture change to improve the quality of product going to store.
April 2012 to Oct 2012: ASDA, Wakefield CDC
Warehousing and Distribution;
● A new role within ASDA following management restructures to bring about a more efficient way of working within ASDA distribution centres. Reporting to the Shift manager the role involved direct management of between 20 to 50 colleagues depending on shift rota’s from shift set up on picking area’s to supporting despatch and goods in.
● Role includes management of staff from disciplinary and absence management to planning of shift and managing upwards of shift and operations managers expectations.
● Working in a face paced environment, overall operation has a 24hr life span, however, my area of management involved goods which had to be taken in and despatched within 4 hours and up to 12 hours for certain longer life goods.
● Management of supply chain and suppliers crucial to enable load by times for goods to be sent to store.
● Highly KPI driven with customer satisfaction priority.
Feb 2012 to Apr 2012: Fisher Outdoor & Leisure, St. Albans
Shift Manager and Project Leader
Warehousing and Distribution;
● A new and pivotal role within the operations and warehousing continuation of Fisher outdoor to understand gaps in the fulfilment of customer satisfaction through concentrated critical thinking of current work practices and processes in order to ensure increased efficiency savings within the warehouse and bring about culture change within the warehouse team to better deal with demand from customers and issues with regards to space management and correct work practice and health and safety constraints.
● Working directly under the head of operations and warehouse manager, starting with the planning and management of ‘Goods in’ to the end result of correct orders for the customer in a small yet very busy and evolving warehouse with ever increasing range of products and stock turnover.
● Also strategic management including the consideration of increasing the company portfolio of warehousing and distribution footprint both locally and nationally.
● Direct control of Goods In, stock replenishment and supply chain teams of the warehouse as well as supervising picking and despatch parts of the warehouse including both palletised and parcel despatch.
● Coordinating logistics in and out of the warehouse operation with 3rd party suppliers and overseeing Health and Safety within the warehouse.
● Left due to being offered a role with ASDA, which meant I could live at home without commuting every week.
● Wrote warehouse health and safety policy to comply with HSE legislation.
● Increased warehouse capacity by c.15% and reduced third party expenditure by 30%.
● Reorganised entire warehouse Goods in and storage to comply with company requirements.
Oct 2008 to Jan 2012: Royal Air Force
Various roles centred around Air Traffic Control and the use of air power against land targets in operational environments.
Feb 2003 to Oct 2008: Next Distribution, South Elmsall
● Line Manager in charge of multiple differing teams and roles within a warehouse of c.250,000 sq. ft.
● First supervisory role in charge of experimental automated put system with team of c.50 staff from international origins working with both picking staff and reserve team to facilitate stock movement. Working with one other experienced supervisor who also had a team of c.50 personnel. Part time position whilst still at university. Large amount of 360 degree coordination involved to make best usage of stock and staff allocation.
● Second role was in charge of specialist team of 15 staff responsible for stock movement and allocation throughout the entire warehouse and any other jobs to help facilitate stock picking with other teams. Working directly for shift manager to allocate picks throughout the warehouse, was technically shift manager’s role, however, given to myself due to my knowledge of the role and for personal development. Also a part time role whilst at university.
● Once leaving university given a full time role on a picking floor managing a team of c.50 new starters and four training instructors and one team leader. Role required large amounts of staff evaluations and disciplinary hearings in order to get the best out of the team to help them to get permanent contracts.
● During a period of internal change was given role of facilities supervisor and deputy health and safety manager. Managing a team of c.100 hygiene assistants, training instructors and team leaders as well as role of conducting risk assessments throughout the warehouse. Large amount of management coordination to make sure picking staff could work in a clean and safe environment and gave me more responsibility in managing the largest team on site and having extra H&S responsibilities. This was my last role within Next before joining the RAF.
Rugby: The Royal Air Force, Combined Services at both League and Union Also: mountaineering, gym, swimming & personal fitness; Thai Boxing, kav magra, shooting and parachuting;
I particularly enjoy technical subjects including the use of computers and orienteering; proficient in most Windows based applications and also military servers.
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