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Highly successsful with 25 years years experience of personal progressive growth within the retail sector leading to a senior field Management position with responsibility for 26 stores spanning a large part of the UK with some 350 employees.
Implemented many change process within the retail envioroment by reviewing and assessing all levels of competencies and putting together action plans to deliver the company expectations. The ability to deliver high standards of customer service rememberinfg customer is always king.in order to maximise profit.
Yeomans Outdoor Leisure
From March 2011
A Retail Fashion outdoor leisure business responsible for 26 stores across the Southern Region
Yeoman's Ltd/Granite Outdoors and Snowdonia Adventure
From April 2011
◆ A key part of the senior management team leading the company through a successful CVA and restructuring process, ensuring the business was in a profitable state for re-sale to Sports Direct.
◆ Implementing cost saving measures including new labour scheduling controls to reduce wage costs saving £505,000 and instigating a reduction in controllable in-store costs by £50,000 in the first year.
◆ Increasing sales by 10% throughout this difficult restructuring period by initiating key marketing strategies.
◆ Cementing the management team and also recruiting new, talented management personnel to further improve store standards. Continually developing these staff through the implementation of a company appraisal scheme and the introduction of Personal Development plans for individual managers.
◆ Conducting frequent and comprehensive one-to-one coaching with store management teams and rolling out the company commercial file across 102 stores. Aiming to instil a level of commercial awareness in all managers in order for them to fully understand business related figures and developments and to be able to identify and respond proactively to sales information.
◆ Working in close coordination with the Yeoman's Head of Retail in the setting up of regional business plans, facilitating plans at store level with managers to ensure the achievement of all objectives.
◆ Tasked with the development and roll-out of the Yeoman's marketing pack, a collection of promotional literature and guidelines for use by stores to interact with the community and target potential local customer groups such as small businesses and organisations, aiming to increase branch sales.
◆ Establishing centre of excellence stores within the region to serve as a living example of what standards all stores should be endeavouring to achieve, serving to develop the Yeoman's and Regatta brands and delivering exceptional customer service.
◆ Introducing various measures for improving customer...
Business Manager - Self-Employed Retail Consultant
September 2010 - April 2011
◆ Working within a small management consultancy on a self-employed basis, visiting various small retailers within the Southwest region who are looking for financial backing.
◆ Conducting return on investment (ROI) assessments of retail businesses and producing comprehensive business plans designed to enhance their capabilities and improve their operational and financial efficacy.
Area / Regional Manager
Poundstretcher and Instore
From January 2003
Responsible for 26 stores across West Midlands M5 corridor, South West and South Coast. Increased like for like Sales by 11%. Increased customer flow by 1.2% and increased basket spend by 4.3% and stock loss from 4.5% to 2.3% during the last financial year.
Area / Regional Manager
January 2003 - September 2010
◆ Working within a national discount/value retail company, incorporating such store chains as Instore, Poundstretcher and Coloroll with over 320 stores nationwide.
◆ Tasked with overseeing 26 stores throughout the West Midlands, M5 Corridor, South West and South coast with a total annual turnover of £50 million.
◆ Achieving an increase in sales of 11% by implementing various measures and improvements in relation to the commerciality of the business, the management of space within stores, by encouraging a healthy competitive spirit between stores and managers and by improving and developing product ranges.
◆ Cultivating a high performing team of store managers, implementing a continual appraisal and review scheme, empowering managers with the responsibility to find solutions to key issues and achieve personal goals by performing their own business critical analyses.
◆ Creating and delivering engaging presentations and training sessions at both regional and board level to further improve the management team's abilities and enhance their development.
◆ Fostering a much more communicative culture throughout the business and stores in the establishment of a company communication document called The Big Issue, a regular editorial identifying key business issues, describing promotions and introducing new products.
◆ Enhancing this communicative culture by opening lines of communication between staff and management, breaking down barriers to look for solutions to issues from staff on all levels.
◆ Achieving additional valuable changes in key performance indicators including a 1.2% increase in customer, flow a reduction in stock loss from 4.5% to 2.3% and an increase in average basket spend of 4.3% in the last financial year.
From July 1998
Responsible for running a large volume out of town retail fashion Store.
July 1998 - January 2003
◆ Initially assigned to the Reading store, tasked with improving standards and turnover within the store, after achieving growth and successful completion of key objectives expanding the store from a 10,000 sq ft unit to a 20,000 sq ft site.
◆ Opening and managing the new 20,000 sq ft Matalan store in Cheltenham from 2001 to 2002 while also overseeing the Slough Store.
◆ Developing a new business model plan, the Matalan Clearance Store Concept, a store unit designed to house and sell overstocked and various other surplus items at a discounted price, providing the business with benefits including a better utilisation of resources.
◆ Tasked with the project management of this implementation after its acceptance at board level, utilising an empty store unit in the Cheltenham area with responsibility for gathering, processing and pricing all stock and also for the fitting out of all shop fixtures in line with business model requirements.
From September 1996
Responsible for a large high street fashion store.
I was initially assigned to the Reading store to improve Store Standards and Turnover -this quickly grew and the store was then converted from a 10,000 sq ft unit to 20,000 sq ft.
In July 2001 I opened a new 32,000 sq ft store in Cheltenham, and successfully ran that until Dec 2002.
This Store was recognised for its achievements and became a centre of excellence plus the regional office.
During 2002 I successfully piloted and project managed the Matalan Clearance Store Concept in a near by unit to Cheltenham.
Responsible for 26 stores across West Midlands M5 corridor, South West and South Coast with an annual turnover of £50M. Increased like for like Sales by 11%. Increased customer flow by 1.2% and increased basket spend by 4.3% and stock loss from 4.5% to 2.3% during the last financial year.
Introduced the company communication document called the Big Issue that was sent out to all areas of the business each week identifying key issues, promotions, products that were happening that week.
Developed a team of managers through a constant review and appraisal system to ensure each person was well empowered and motivated to deliver their own personal goals. This created self-motivation to allow the region to grow quickly and team members to promoted accordingly.
Was able to give presentation and training sessions to enhance teams development, both at regional and board level.
Formed part of the snior management team to lead and direct a team of Managers through a company CVA and restucturing process that led to the business becoming profitable for re sale.
Coaching, training and developement through appraisals and Pdp have increased like for like sales by 10%.
Successfully intoduces centre of excellance stores to deliver the brand awareness and boost sales growth along ewith excellent customer service.
Introduced mystery shoppers to improve customer service and store ambience which also created in house competition.
Introduced new labour scheduling controls to reduce wage in line with sales saving the bussiness over £505,000.
Put measures in place to reduce store controllable costs and making significant savings
Planned and organised and implemented many new store opening to grow the business portfolio.
Have monitored and delivered company health and safety policies to ensure a safe working enviornment for all concerned.
Qualifications & Certifications
Kings School Bruton (Public School)
Kings School Bruton
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