Executive Director

• Nov 2019 - Present

As the founder of Rapid Fire Logistics Ltd, I am extremely proud of the journey we have taken, from humble beginnings to becoming a fully accredited Safety Supplier via COVID-19. The "One Stop Safety Shop" (Rapid Fire Supplies) is a brand that has grown and evolved to ensure that once a customer arrives, they can get all of their safety needs met in one location. We now have a fast and mobile-friendly website to help customers navigate the 35,000 SKUs thanks to recent investments in our website. Show less

Director Of Operations

• May 2018 - Apr 2020

Leading the company operations, compliance and recruitment of couriers to deliver service excellence for customers,. Delivering large scale transformation across the logistics operations & providing thought leadership across the executive team & inspiring the operations with clear vision of success. Wholly accountable to the CEO to analyse risk, performance and/or inefficiencies through effective creation & delivery of strategic plans to mitigate & improve results that improve the long-term business profitability. Key Achievements • Delivered the Group Transformational plan - Completion of 3,000 couriers’ adoption of the new mobile app across the UK, closely working with CTO, FD to realise benefits through clear involvement of the workforce, engaged communications, and informative storyboards (what’s in it for me?). • Reduced the payroll budget by over £2M in 2019 as a result of efficient implementation of staff rationalisation programmes, removing non-value-added processes and closure of inefficient depots without impacting service levels, changing the behaviours of the management to adopt a new operating model, hub and remote warehouse through effective involvement and communications. • Restructured the Operational team in 2018 to remove non-value-added roles, by combining resources, improving role definition fundamentally moving from an emotional decision making focus to a data focus, improving clarity in priorities and delivering results quicker. • Transformed the Courier on-boarding process from a manual to digital onboarding process, overcoming internal cultural barriers and strong resistant to change, which slashed attrition rates within the first three months by 25%, aligning marketing activity to target the persona type require in a more efficient way, by creating a self-serve approach, reducing costs across 33 depots to a centralised courier recruitment team, reducing the cost to acquire per applicant, whilst also increasing working couriers by 8%. Show less

Director of Collections - East Region

• May 2017 - May 2018

The SME for first mile collections, working to the Process & Collection Director, accountable for the development of strategies and transformational change of the region, by championing the adoption of appropriate cultural values in line with organisational vision, mission, and objectives. A highly complex matrix structure, working with the SLT (Executives across all functions) to deliver Transformational plans, working through interdependencies and a seamless deployment through agreement with unions at a national level, following the national change framework. Key Achievements:• Slashed the annual operations budget by £598K out of a £30M budget as a result of optimisation of internal processes and the implementation of cost-minimisation initiatives. • Achieved a 37% reduction in RTCs: a result of full compliance with applicable regulatory requirements, including H&SW regulations.• Directed a team of 830 staff members (through six Area Managers) to execute operational assignments according to standard operating procedures. • Reduced general expenses by about £17K through consistent standardisation of operations and adoption of continuous improvement measures. • Guided Delivery Directors to execute mail collection and delivery operations across 22 postcodes for the East region Show less

HEAD OF OPERATIONS/ COMMERCIAL BS PLANT

• Apr 2014 - Apr 2017

Coordinated the alignment of operational systems and processes with the organisation’s strategic objectives. Leveraged technology to drive cultural change and continuous improvements in processes. Key Achievements • Maintained performance as a result of efficient management of a £45M worth budget and operations in a four-shift, 24-hour, and seven-day processing plant, through demand planning, production control and aligning resource to workload. • Transformation of shift pattern through 6 phase process of change, national framework, extensive negotiations with unions, employees and management stakeholders (Logistics/Warehouse/Shift/Finance/HR/Customer) to ensure clear alignment of goals, and interdependencies with identified and mitigated – delivered new structure.• Guided a staff of 750 members in the operations departments through collaboration with a team of 40 Managers. • 10.7% improvement in efficiency through continuous improvement activity, logical data analysis, resourcing to workload project contributing to a £1m+ cost reduction. Show less

Senior Manager - Delivery final mile

• Sep 2009 - Mar 2014

AREA OPERATIONS MANAGER (November 2009 to April 2014)Drove multisite delivery operations for a team of 850 staff and 250 vehicles. Utilised PRINCE 2 framework to implement operational changes and improve quality standards. Key Achievements• Managed an annual operations budget of £24M through analysis, planning and forecasting of P&L performance and delivered annual cost reduction of 5% repeatedly. • Enhanced individual and team-based performance through the provision of training programmes and implementation of HR policies.• Led and deployed large scale outdoor method changes, moving from Cycle to vehicles across 20 depots. Show less

Plant / Depot Manager

• Mar 2008 - Aug 2009

Plant Manager, leading 150 staff and 5 managers to deliver the balanced scorecard for final delivery of letters and express parcels. Working in a fast paced environment as the head of a delivery unit comprising a fleet of 50 vehicles, 150 operational grade staff and four line managers. Responsible for all key measurement outputs; efficiency, quality, budget, employee and customer satisfaction. I review trends to focus my team on improvement activity. I chair resource meetings, applying resource-to-demand principals to identify potential saving opportunities. I’m responsible for asset management by assuming all legal and security responsibilities for the building including evacuation procedures and unit fleet maintenance. Show less

Plant / Depot Manager

• Apr 2006 - Feb 2008

Overall leadership accountabilty of the operation, delivering the final mile of letters and express parcels. Key metrics such as reliability, delivered first time, QoS, Total Accountability Budget, People Engagement, Safety, Transport, IT tracked scanning compliance, major change programmes.

Postman

• May 1999 - Mar 2006