Macintyre Transport, Fleet Engineer, Felixstowe (November 2015–Present)
To manage a fleet dept running 220 trucks, 330 trailers and 50 company cars ensuring all assets meet legal requirements. To manage costs associated with the fleet. To report monthly expenditure to senior management team and submit proposals for capital investment. To hold regular meetings with suppliers. To interview, employ and oversee the management of drivers, including engaging agency relief. To manage the fleet team based across three depots nationwide.
- Negotiated discounted parts and labour rates with suppliers and instigated SLAs where possible to outline obligations and expectations.
- Limited the use of convenience suppliers by holding stock of fast moving items.
- Developed a network of national suppliers for accident repairs to reduce recovery costs back to base.
- Technical expertise used to assess all estimates for work to be carried out on all fleet vehicles.
- Developed vehicle replacement programme based on age and mileage, to manage vehicle disposal /de fleet.
- Implemented robust defect reporting system to ensure full compliance.
- Project managed the installation and implementation of Isotrak telematics hardware to all trucks giving visibility, performance and safety data.
- Analysed driver behaviour data over a three month period to allow implementation of a driver reward system, coaching drivers on effective driving styles, giving up to a 10% fuel saving per truck.
- Instigated driver testing prior to interview and developed an effective induction process for all staff,
including all necessary legislative and health and safety requirements.
- Completed Transport Managers CPC course and passed at the first attempt.
MRCT Transport Workshop Manager, Eye (August 2015–October 2015) ( Temporay consultant whilst waiting for Macintyre to relocate)
To manage a commercial vehicle workshop maintaining both own fleet and retail customers.
Main achievements
- Improved morale in the workforce by mentoring staff and challenging the work ethics of an old-fashioned fleet workshop.
- Raised efficiencies using experience from retail, enabling servicing to be carried out on time (previously a week behind)
- Revised the invoicing process to increase profitability from retail repairs.
- Improved working conditions, by cleaning and painting pits and replacing defective lighting.
S&B Commercials, Service Manager, Welham Green (May 2014–August 2015) (wanted to work nearer home)
To undertake the service management of the second largest Mercedes Truck and Van Dealership in the UK. To effectively manage 50 workshop staff to meet company and manufacturer KPIs and ensure health and safety guidelines were followed. To manage work in progress and invoicing efficiently, including timely warranty and contract invoice submission. To build and maintain relationships with key customers and manufacturer staff.
Main achievements
- Improved workshop efficiency from 88% in April 2014 to 101% in March 2015, by making technicians aware of their efficiency and highlighting jobs that were over on hours.
- Curtailed exceptionally high rectification and goodwill spend through root cause analysis, and where appropriate, staff were disciplined.
- Service department performed to budget for the first time in many years.
- Instigated daily meetings with key workshop staff, to ensure the smooth running of the workshop and to share daily KPIs e.g. work in progress, labour sales.
- Created workshop teams specialising in different aspects of the business, i.e. heavy commercials and vans.
- Held regular meetings with key customers to ensure customer satisfaction and SLA agreements were achieved, maintained or improved.
Renault Truck Commercials, Operations Director, Dunstable (April 2009 – May 2014) (made redundant as Renault Head office closed and soaked up within Volvo Truck at Warwick)
To implement strategy and develop policies. To apply and ensure application of defined methods and procedures within the group. To contribute to achieving turnover and operating income targets.
Supervise commercial and financial operations, including controlling costs and expenses as set out in budget. To inspire key personnel to maximise the commitment towards the achievement of company KPIs (customer satisfaction, mystery audit, MOT pass, parts availability etc).
Main achievements
- Worked as an integral part of a team that successfully integrated eleven separately managed depots into one working company. All systems of working were aligned together with the writing of many processes and procedures necessary to ensure compliance and to achieve a £2.2m improvement in company bottom line.
- On-going analysis and reduction of all costs, from major building work to stationary e.g. £40k saved by personally managing a roof project in Bristol.
- Regular analysis of monthly P&L with any necessary investigation and instigation of changes at all levels.
- The negotiation and consequential reduction of costs on renewal (or early renewal) of contracts or leases e.g. £20k saving on replacement of vehicles by sourcing with another supplier.
- Negotiated and managed major refurbishment of several depots.
- Project managed Northampton build, including liaison with Headquarters in France, solicitors, landlord and contractors.
- An active member of the Renault Trucks Dealer Association Finance and IT subcommittee.
- Implemented a company-wide Health and Safety system.
