Experience

Housemark

• Australia
• Real Estate
• 1 - 100 Employee

• Senior Data Operations Officer

  • Jan 2023 - Present

• Data Operations Officer

  • Oct 2021 - Jan 2023



GAME Digital PLC

• Cluster Manager

  • Sep 2019 - Oct 2021

  Overall accountability for 3-6 stores and the teams within them. Recruiting, developing and managing the performance of each team member to improve and help further their careers. Driving each store to attain business objectives, budget planning, profit & loss analysis of each store within my cluster.Reporting results and ideas to my line manager, as well as liaising with department leads such as operations and loss prevention. Leading teams of 5-15 people and aiming for a "one team" culture between my stores.- Cost controls of each store, managing remotely if located in a different store- Full responsibility of KPI performance- Performance management of the teams from store manager level down to sales assistants- P&L analysis to propose changes leading to reduced costs and improved sales & margin- Support to the wider area, supporting area managers while they are on annual leave- Championing loss prevention for the area due to my knowledge and experience of policies and procedures- Leading and supporting store relocations, being given a checklist of all tasks needed and organising these into different priority orders, building a team to help deliver this checklist and delegating tasks appropriately. Also, effectively solving any problems that we come across during these relocations in a timely manner to ensure deadlines are met. - Ultimately championing customer service and professionalism and breeding this culture within my teams in each store creating that “one team” mentality between different stores.As a new role in the business the job description was ever-evolving, meaning a high need for adapting to change. Show less

• Store Manager/Dual-Site Manager

  • Apr 2016 - Sep 2019

  My first store was in Didcot, moving onto Cowley and then Banbury, before moving onto the dual site role.Taking full responsibility for a store also meant speaking with the more senior management within the business. Some of the added skills needed and enhanced during this role include:- Team development- Store maintenance such as identifying any issues and raising to the correct department- P&L management- Profitability while keeping in line with business merchandising planograms- Health & safety managementAlthough the role took a lot of responsibilities from the deputy position, ultimately the store was in your hands so any achievements or opportunities for improvement sat on your shoulders.Within my first store, my main goal was to make a name for myself within the region. After identifying the strengths within each member of my team, I focussed heavily on the profitable areas of the business. The store then quickly climbed our company scorecard matrix and finished my first full year as manager 2nd in the business across 280 stores.My following stores I focussed on development of my teams so I could take a step back and begin to take a wider role within the region. My team and I achieved several awards from both my regional manager and divisional manager recognising the store performance over the next year.My first dual-site role was for Banbury and Northampton. Ultimately responsibilities were the same over the both stores, but team development was key as I was no longer in one store for a full week at a time. Time management and communication were also very important to ensure that each store was set up well for the times I wasn't there. As other managers started stepping up to this role, My stores were changed from Banbury/Northampton, to Banbury/Stratford-upon-Avon, then one of my biggest achievements which was a top 20 store in the business for revenue - Milton Keynes. Show less

• Deputy Manager

  • Nov 2014 - Apr 2016

  Taking the senior sales experience into account and after getting used to the way Game works as a business, I assimilated myself into this role very quickly. Initially the focus was on running a successful peak with a temporary manager and learning the new responsibilities that came with the role.On top of coaching and developing the team already there, I was also put in charge of looking through CV's for our seasonal team members and isolate potential interview candidates.Helping to hire a successful peak team, almost all of which were kept on permanently, many personal successes were gained in this store. With the help of the new permanent manager, we were able to fully develop the whole store, all of which gained their next role within the business.Early on in this position, I took on a loss prevention champion role within the whole region, sending out policy updates and best practices for this area which helped the teams immensely. The business conducted yearly audits on profit and loss areas, health and safety, shrinkage and other key areas to ensure stores are compliant to our policies. My support for the region ensuring any policy updates were communicated in a clear, easy to understand language, helped many stores increase their audit score.Towards the end of this role, my manager at the time knew I was ready for the next step, and organised with the regional manager to look for an opportunity. Show less

• Senior Sales Assistant

  • Jun 2014 - Nov 2014

  My career with Game started as a seasonal team member, helping the store out at their peak sales period over November 2013 to January 2014 to guide customers on their gaming journey. This involved generally talking to customers about what they were looking for, tidying the shop floor and putting back display cases, as well as a small amount of till training.The following June I applied for an advertised role for a senior sales assistant at the same store. Due to my previous couple of months service and previous management experience, I was given the role.The senior sales role took the basics learned from the temporary role and gave the responsibility of managing the teams KPI's and coaching them to improve. Along with this, learning to run a shift was key to the development, which I had no issues with due to previous experience.There was already a very strong team in place in the store who were very welcoming to someone new. Some months after joining there was a shuffle around in the management and some other changes that ended with us having no manager or deputy manager, so one of the neighbouring stores helped us direct the store.However this gave me a great opportunity to prove myself, and once we had a new manager in place at the end of October, I was confidently put into a deputy manager role. Show less



McDonald's

• 1 - 100 Employee

• Shift Manager

  • May 2012 - Dec 2013

  After completing the management training programme and gaining some qualifications in the process, I began to start managing shifts gaining further responsibility.These extra duties included organising the shift plan for who will be on which station and when breaks will be, managing any customer issues and generally just organising the staff and maintaining team morale while on shift.Once I had settled into the basics of the role, I began to seek the next big thing that I could help with. I was given the planned daily maintenance system to look after, which involved calibration and deep cleaning of all equipment within the store. Each month, I would delegate each piece of equipment to a different manager to check temperatures (for grills) or dispense measurements (for drinks towers etc.) and then seek feedback from everyone on the process. Although the calibration was set in place by the company, the feedback helped me to learn the process for each piece of equipment so I could be more help to future management. The biggest piece of feedback was the organisation of the instructions for each machine.Each instruction was a laminated page or set of pages that were grouped in one box file. I again organised these and put them into a lever arch folder instead which made training new employees on calibration a lot easier. This even let me train the crew trainers how to calibrate and deep clean some of the more simple pieces of equipment which helped the dynamic of the team.I left this role to concentrate on my final year of university studies, but the skills learned from this role have helped me immensely. Show less

• Crew Member/Crew Trainer

  • Feb 2009 - May 2012

  As my first official job, this was a great moment that eventually turned into my professional career into management.My key responsibility here was to ensure the highest possible customer service and quality of food when presenting to the customer. Within the first year of working I had proved I was ready for the next step by starting to lead by example and train new starters in the different areas of the store. Within the crew trainer role I was given the added responsibility of completing Station Observation Checklists (SOC's) that were essentially knowledge checkers of each station. This generally quizzed people on topics such as how long should it be between taking a customers order and the food being given to them, cook times for certain products, or the products used and time between cleaning stations down.During this role I created a new organisation system for these checklists for the team of crew trainers to use and make this easier for the managers to verify. Originally these were all put into an SOC folder, so I organised with the business manager to get separate files for each crew trainer, that were tabbed for each area of the store (separated into quality, service and cleanliness that were the three main areas of focus for the business). These became incredibly useful for us as a team, for both organising which SOC's had been completed on each staff member, but it also helped tremendously when it came to the performance reviews for crew trainers, helping myself and three of the other crew trainers to be recommended for the shift management training programme at McDonald's head office. Show less