Neil Robbins

Senior operations leader with 15+ years’ experience transforming warehouse, logistics, and multi-site operations across high-volume, complex, and fast-changing environments. Known for delivering structural change, cultural reset, and operational excellence through disciplined leadership, data-driven decision making, and deep engagement with frontline teams. I specialise in turnaround leadership, site transitions, WMS implementation, cost optimisation, and building high-performance management teams.

My career is defined by taking on challenging operations, stabilising them, and then elevating performance through clarity, accountability, and strategic planning.

Head of Warehouse Operations at Dayla Drinks (2026-01 – Present)

Senior leader responsible for the capability, structure, and performance of a growing regional drinks distribution operation undergoing major transformation.

• Stabilised a struggling operation in the middle of a busy peak period, reworked basic operating structure to support immediate improvement to service, standards, and increased capacity ahead of a major site relocation.
• Built a new leadership team (Warehouse Manager → Shift Managers → Team Leaders) to embed accountability, pace, and operational discipline.
• Introduced strategic stock integrity controls, reducing variance and strengthening financial accuracy across the operation.
• Begun operational improvement programmes including layout redesign, workflow optimisation, and process standardisation
• Developed future labour and space planning models to ensure readiness for seasonal peaks, promotional surges and consolidated site move.
• Strengthened cross-functional alignment with Transport, Sales, Customer Service, and Senior Leadership to improve customer experience.
• End-to-end leadership of goods-in, replenishment, picking, loading, dispatch, and inventory governance.
• Senior representation in operational forums and supplier/partner relationships.
• Health & Safety strategy owner, driving proactive risk management and safe working culture.
• Provide senior leadership with operational insight, trend analysis, and data-driven recommendations.

General Manager (Enfield Hub) at Arrow XL (2025-04 – 2026-01)

Promoted after five years as Warehouse Manager to lead Southern Hub and 8 service partner sites during a period of significant organisational change.

• Stabilised a hub undergoing major structural and commercial change, protecting service levels while driving cost control.
• Improved fleet utilisation and routing efficiency, reducing operating costs and improving delivery performance, oversaw implementation of several planning changes that were required
• Enhanced KPI performance across productivity, transport efficiency, and customer service.
• Strengthened site security and operational IT governance, acting as the network’s primary contact for operational IT change requests.
• Unified warehouse and transport leadership, improving cross-functional collaboration and reducing service friction.
• Full P&L and operational responsibility for warehouse and transport functions.
• Leadership of diverse teams including operatives, drivers, supervisors, and managers.
• Budget management, cost optimisation, and service quality improvement.
• Stakeholder engagement with suppliers, partners, and commercial teams.

Warehouse Manager (Enfield Hub) at Arrow XL (2020-03 – 2025-04)

Joined during the onset of COVID-19 and led the warehouse through extreme operational volatility, a full hub relocation, and major structural changes.

• Successfully delivered a full hub relocation within six months of joining, during lockdown, maintaining service continuity throughout
• Used the network H&S audit to drive a culture of safety and compliance, taking the site from 60% to over 95% and achieving a 36 month streak of continuous passes and a strong safety first culture embedded.
• Implemented robust inventory controls, reducing stock loss and improving accuracy through continuous sweeps and root-cause analysis.
• Built a high-performing management team, improving productivity, engagement, and operational discipline.
• Strengthened warehouse–transport collaboration, significantly reducing OTR issues and improving end-to-end service.
• Delivered consistent KPI improvement through data-led performance management and continuous improvement initiatives, taking the site from the worst performing in the network to winning depot of the year in 2025
• Day-to-day leadership of all warehouse operations.
• HR leadership including misconduct cases, performance management, and team development.
• Budget ownership and labour forecasting.
• Service partner management across satellite locations.

Operations Manager at Ocado (2018-03 – 2020-03)

Senior leader within a 1.2 million sq ft automated fulfilment centre, responsible for high-volume production, dispatch, and multi-shift operations.

• Led daily production of 22K–25K customer orders, maintaining fulfilment and dispatch KPIs across a 22-hour operation.
• Managed over 100 direct reports and influenced a workforce of 1,000+, embedding structured HR processes and performance governance.
• Improved hourly pick performance across inbound, outbound, and dispatch through analytical decision making and real-time intervention.
• Reduced downtime impact by coordinating engineering and technology teams to protect throughput and delivery KPIs.
• Delivered multiple continuous improvement projects, enhancing efficiency and operational resilience.
• Resource allocation based on forecast volumes.
• H&S compliance using in-house tracking systems.
• Senior HR case management including grievances and disciplinary hearings.
• Cross-functional leadership with engineering and technology.

Operations Manager at Medequip Assistive Technology (2013-12 – 2018-02)

Led two London depots, including the company’s worst-performing site, transforming performance, culture, and financial stability.

• Turned around the lowest-performing depot, achieving profitability and full budget compliance within the first year.
• Implemented a cultural change programme, rebuilding engagement, accountability, and operational discipline.
• Optimised stock accuracy and availability, improving service delivery and reducing loss.
• Developed a multiskilled workforce, improving flexibility, succession planning, and labour efficiency.
• Leadership of 50 staff across customer services, warehouse, cleaning, and field technicians.
• Full site H&S ownership including FRA and risk assessments.
• Client management across five contracts, driving service quality and revenue growth.
• Fleet management of 20+ vehicles.

Operations Manager / Coordinator at Gate Ventures Facilities Services (2010-11 – 2013-11)

• Led 11 national school meal delivery contracts, improving efficiency and service reliability.
• Optimised route planning, reducing cost and improving resource utilisation.
• Strengthened client relationships, improving contract performance and responsiveness.
• Improved fleet governance across 65 vehicles, reducing downtime and enforcing compliance.

Document Control & HSSE roles at Petrofac, Bechtel, Halliburton, and Draftbray (2002 – 2010)

Built strong foundations in compliance, governance, documentation accuracy, and cross-functional coordination.

• Document Control & HSSE roles across major EPC Oil & Gas projects.

A-Levels in English Language & Literature

11 GCSEs in Maths, English & Science