Experience

Ingenious Locks & Hardware

• United Kingdom
• Wholesale Building Materials
• 1 - 100 Employee

• Southern Area Sales Manager

  • Nov. 2018 - –Heute

• National Sales Manager

  • Nov. 2017 - –Heute



Maco UK.NET

• Sales Manager

  • Mai 2015 - Nov. 2017



Vita Hardware Limited

• Sales Manager Midlands

  • Nov. 2013 - Dez. 2015



Mission Marketing UK

• Sales & Marketing Manager

  • Juni 2012 - Apr. 2013

  Simple Uncomplicated Marketing for professional businesses. Simple Uncomplicated Marketing for professional businesses.



DPP Publishing Limited

• Sales & Marketing Director

  • Apr. 2009 - Juni 2012

  Starting out as UK Trust A Service, I would sell local advertsing, put this into print in the form of an A5 colour brochure and distribute it into the local area. Supported by and online directory this became a successful and popular publication. Later this was to become part of DPP Publishing Limted. Franchising UKTAS and housing the Franchise Cloud & The Franchise Tabloid.The Franchise Tabloid was a newspaper published quarterly and supported by an online directory. http://thefranchisetabloid.com supported by The Franchise Cloud http://www.thefranchisecloud.com It promoted franchisor offerings, with the distribution target area's being local government, armed forces resettlement schemes, franchise exhibitions, newsagents and many other relevant arena's. As Sales & Marketing Director my role was to get the project of the ground an sell the advertsing packages. 5 editions were printed before my resignation from the company due the personal reasons.



Paddock Fabrications Limited

• Wholesale Building Materials
• 1 - 100 Employee

• National Sales Manager / Customer Services Manager / Planning & Forecasting

  • Nov. 2000 - Sept. 2009

  National Sales Manager / Customer Services Manager / Planning & Forecasting.Customer Services Manager• Line management responsibility for 7 internal Customer Service Staff. • Ensuring the order flow onto the system was efficient enough to meet daily Key Performance Indicator figures required for the VMB. (Visual Management Board).National Sales Manager• Line management responsibility for 3 external Areas Sales Managers. Arranging sales meetings, distributing & actioning minutes, organising agendas, analysing pipeline reports and suggesting ways to close business quicker than anticipated. • Compile end of month sales reports for the Sales Director. Reports showed on-going business development, losses, misses and wins, where all business gains went to; i.e. direct account or through distribution as well as monthly & annual business totals. • Visiting existing and prospective clients including HBC (Ireland), Rockdoor and Duraflex who were constantly expanding through introduction of new products to them. • Internal champion to HBC (Ireland), Duraflex and Thermatru.Planning & Forecasting• Calling clients on a monthly basis to discuss their requirements for mainline items such as Door locks and the complete letter plate range. • Analysing historic usage reports on all these products enabled me to create a spreadsheet showing the production forecasts for a 4 week fixed production period, then a further 8 weeks forecast period. • Such reports helped to plan staffing levels, raw material levels, part finished and finished stock levels and the financial planning for the business. • I was also able to constantly see if any client was not placing enough orders, thus flagging this up to the Area Sales Managers if required. • Attending Planning Meetings with Operations, daily Production Meetings with all Business Unit Managers and Credit Meetings with Quality Control and Accounts..



Paddock Fabrications Ltd

• Southern Area Sales Manager

  • Juni 2003 - Aug. 2005

  • Managing the existing client base and growing the portfolio through both direct accounts and through distribution. • Building relationships with the distributor sales team; working closely with them both commercially and technically to gain new business. • Inputting new business figures into a chart/spreadsheet and area budget sheets populated by sales figures generated from the computer system. Using these figures, I was able to analyse and drop or increase in sales by figures and percentage. Tracking growth or decline. • Area growth:- 2003/2004 = £290K, 2004/2005 = £500K, 2005/2006 = £200K.During 2005, my role became more national due to the departure of the then National Sales Manager. I was instrumental in bringing in a new South Eastern Sales Manager, along with the growth throughout the last quarter of 2005 and through to the end of 2006 of one particular distributor. I was particularly pleased with this achievement as I had recognised their decline, co-ordinated joint sales meetings and encouraged the growth of the important role of networking with their sales team. Over the period of 2006, business from this client increased by £750K. This important strategy is still encouraged and is responsible for over £2M worth of annualised business growth so far this year.(Paddock buy out of Willenhall Engineering Ltd) 2000 to 2003 - Willenhall Engineering Ltd• Manage and expand a portfolio of existing clients. Identifying where the competition was and moving the client from their product to ours. • Working to targets set out by the Sales Director. • Target product base was door hinges, letterplates, patio hardware and many other specially engineered products into both direct accounts and through distribution outlets such as Mila and Windowware • Account base and area turnover quickly increased through identifying choice targets in the market, with an increase in turnover of £1M into either direct accounts or accounts gained for distribution.



PRJ Window & Doors Hardware

• Owner

  • Aug. 1988 - Okt. 2000

  • As my own business, I was responsible for every aspect of the business. Purchasing, Accounts, Sales, Salaries, Stock Control. To reduce costs, I did all my own deliveries and collections. • Main supplier was Smith Wallis & Co.Ltd in the early days, with WMS supplying other items later on as my business and catalogue grew. Between 1988 and 1990, turnover went from zero to £250K. Growing further to plan from 1990 to 1993 to £500K p/a. • Went from partnership to sole trader in 1995. Moved to new premises with a 3 year expansion plan and employed a delivery driver, an external salesman and someone to run the sales office.



Smith Wallis & Co.Ltd

• South West Sales Manager

  • Aug. 1983 - Juni 1988

  Client liason officer. Maintaining client relationships whilst orders were being processed. Later to be placed int he production arena to create a kitting stores for all manufactured products. My task was to create the full kits which would be placed onto the assembly line. I would progress each order from cradle to grave, identifying problems which would be sorted at source. This postion was hugely important to client relationship.Later. Field Sales Manager - experience in hardware sales with training at Roto Frank - Stuttgart, Germany. My position involved the organisation of local exhibitions through the country. Product arrangement, stand set up and dismantle, manning the stand and transporting the exhibition.