Experience

GBR Phoenix Beard

• Real Estate
• 1 - 100 Employee

• Associate Director

  • Apr 2013 - Present

  GBR Phoenix Beard are nationwide property consultants. In April 2013 they asked me to join them as an Associate Director to head up the residential block management team. In the time that I have been with GBR Phoenix Beard I have: • Produced a target list of potential properties for targeting for taking over the management of. Each of these target properties has an action plan with the aim of building up contacts with a view to competing for the property management at the next review • Analysed our existing contracted supplier usage (hard and soft services) and rationalised them down to ensure best value for our clients • Won new instructions in many of our target developments for block management • Carried out a review of our management systems and identified a new software system provider with whom we are currently in negotiations with a view to launch next year • Restructured the on-site staffing in a number of locations to ensure excellent client service within the set financial budgets Show less



Retail and Facilities Management Ltd

• Director

  • Sep 2011 - Apr 2013

  Parkridge Holdings, like may property development companies during the recession, entered administration in August 2011. I took the opportunity to set up my own company, Retail and Facilities Management Ltd and persuaded the Receiver that he should contract out the management of Dickens Heath to my newly formed company. Since then I have acquired other clients in Sheffield and Birmingham Parkridge Holdings, like may property development companies during the recession, entered administration in August 2011. I took the opportunity to set up my own company, Retail and Facilities Management Ltd and persuaded the Receiver that he should contract out the management of Dickens Heath to my newly formed company. Since then I have acquired other clients in Sheffield and Birmingham



PARKRIDGE HOLDINGS

• Estate Manager

  • Jan 2007 - Aug 2011

  After working in an interim role for Parkridge Holdings looking at how one of their schemes could be developed they asked me to join them as a permanent employee with a brief to turn Dickens Heath Village around and then to move into working with retailers across all of the retail developments they are working on in Europe. In the time I have been here we have: Developed a shared vision for Dickens Heath with a buy-in from all stakeholders. Identified the need to change the management company for Dickens Heath and oversaw a successful handover between the two companies. Acquired back from an investor a number of retail units in order for us to manage the mix of retail within the scheme. Carried out a full P+L review to ensure we are getting excellent value for money from our contractors whilst always looking to maximise revenues. Specifically we have: Changed our guarding and cleaning provider and adjusted the cover provided Launched a program of continental, local produce and food markets in the village Employed a PR and Marketing company to help promote the village Refocused the site team on catering for the demands of our customers (residents, retailers, investors and customers) Got involved with local community groups (councillors, resident associations, local schools and churches) to promote the village as a key part of the community Show less



SELF EMPLOYED 2006

• Retail Consultant

  • 2006 - 2007

  Whilst seeking the right career move I used the opportunity to work for myself. I worked with a start up business to help them focus on range planning, dealing with suppliers and store layout. I also worked with a supplier of IT and broadband products for retailers to run seminars across the country to attract new retail clients and to help their support function become more retail focussed. I also spent time doing some work for my current employer as an interim centre manager. We achieved: The launch of a successful website and the acquisition of retail space for the start-up company. Over 30 national retailers came to our IT seminars which have led to numerous sales leads. Developed an action plan for a mixed use village which led to me being asked to see through the proposals for my current Show less



AMERICAN GOLF LTD 2004 to 2006

• Commercial Director

  • 2004 - 2006

  American Golf is Europe's largest golf retailer trading from 73 sites and with a turnover in excess of £70M. I joined American Golf in March 2004 with a view to completing a venture capital backed buy out of the company. This was completed in August 2004. Since the buy-out my executive responsibilities have been for the retail estate, the buying and merchandising function and the property department. Specifically I have: Helped to identify the need to re-brand the company, develop from scratch the new brand and then to re-brand the entire estate from American Golf Discount Centre to American Golf. Been responsible for the introduction of merchandising and replenishment systems into an environment where previously each Store Manager had had a free hand at what to stock in his store. Reworked the store shop fit to produce a far more customer friendly and professional store fit out and reduced the cost per square foot by over 20%. Developed an appreciation of retail principles in a retail team who viewed themselves as golfers first and foremost and retailers a very distant second. Introduced a visual merchandising function into the company with a dramatic improvement in retail standards. Developed and introduced incentive schemes that rewarded the achievement of sales and margin rather than just sales. Grown the mix of clothing within the business from 6% to over 12% in 2 years with a very beneficial effect on the overall company margin. Helped to grow our share of the UK's golf market from 23% to 27%. Increased the number of managed stores from 52 to 64 by opening 8 new stores and regaining 4 stores from franchisees. Show less



FREEPORT MANAGEMENT SERVICES

• General Site Manager

  • 2002 - 2004

  My responsibility was to maximise site profitability. The main income stream was rental income from tenants and as over 90% of tenants pay a rent based on sales a large part of my time was spent in looking at ways to increase site turnover. This was done by looking to increase site footfall generally for the benefit of all tenants and by working with the Area Managers, Managers and Head Office teams of specific tenants to increase their turnover. In the time I spent with Freeport I oversaw: - Sales growth of 8% and site profitability growth of 7%. This was by far the best performance within the Freeport Group and the site became the most profitable and highest turnover site within the group. A change in the perception of Freeport within the tenants from one where Freeport was not interested to one where we were keen to work with tenants to maximise their sales and so our rental income. The introduction of a system for identifying tenants where we could best maximise the return of rental income from increasing sales. This allowed the team to better target tenants with whom we should be spending time. My site became the preferred site to train new Site Management Teams throughout the Freeport estate. Show less



OAKLANDS AND HAMELLS

• C&A

  • Jan 1983 - Jan 1999

  All companies owned by the Brenninkmeyer family. During this time I undertook various positions and responsibilities including Single and multi-site store management in both large and small format stores Introduction of new EPOS and merchandising systems Company merchandising responsibilities Working across Europe on store operations and EPOS projects All companies owned by the Brenninkmeyer family. During this time I undertook various positions and responsibilities including Single and multi-site store management in both large and small format stores Introduction of new EPOS and merchandising systems Company merchandising responsibilities Working across Europe on store operations and EPOS projects