• Developed reporting, including the introduction of KPIs to focus on the relevant areas of business performance and to prioritise actions. • Increased efficiency, by implementing change through the use of technology. • Negotiated with key business partners from raw material suppliers, haulage contractors to property landlords. • Developed methodical reviews of contractual matters – adhoc contracts/leases and standard trading terms & conditions. • Implemented formal processes and procedures to support the growth and complexity of the operations.• Developed the Treasury functions with focus on minimising risk foreign currency movements and managing cash flow within funding facilities. • Set-up systems and trained employees to prepare for complexities of post BREXIT trading in the EU
• Revitalised Financial and Operational reporting including the introduction of KPIs to measure and drive business performance, with outputs setting the standards for other group companies to follow. • Successfully managed approximately 70 projects, closing projects with complex scope, schedule and sub-contractor issues. Leading from the front by becoming the first employee to qualify as a PRINCE 2 practitioner and a member of the Association for Project Managers (APM) to increase the professionalism and commercial awareness within the Project Management team. • Ability to effectively communicate and proactively manage varying stakeholders, thereby instilling confidence, led to Head Office increasing delegation of authority for some business critical commercial and legal matters, enabling the business to more efficiently respond to high volume requests for quotations • Developed the wider team’s commercial understanding particularly from Bids & Proposal activities over £1m by introducing commercial checklists and expressing the financials in an easy to follow manner. • Implemented cultural changes including the introduction of job rotation, a graduate recruitment scheme and an increased focus on formal training, whilst restructuring various departments to release headcount and/or lower headcount related costs •Successfully delivered leading employee engagement scores.
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