Continuous Improvement Operations Manager - Trade Mastermind - Peterborough
(2026-05)
Responsible for creating and governing the company's operational structure, establishing clear ways of working, performance rhythms, and accountability across the business. Identified operational improvement opportunities through business analysis, stakeholder engagement, and process review, then led the execution of targeted initiatives to improve efficiency, consistency, and delivery performance.
- Led the design of a new CRM operating model, acting as the internal subject matter expert for a third-party software implementation. Mapped end-to-end in Visio all customer processes and journeys, defined key touchpoints, data requirements, and reporting measures, and translated operational requirements into a scalable CRM solution supporting improved visibility and decision-making.
- Led an end-to-end customer journey transformation, analysing the process from initial contact through to Academy attendance to identify process failures, handover risks, and siloed working. Redesigned cross-functional ways of working and accountability, improving attendance and customer satisfaction while reducing cancellations and strengthening delivery performance.
- Led a data-driven credit-control transformation, analysing customer payment status and outstanding balances to identify priority recovery opportunities and potential legal cases. Reduced the debtor base from 187 customers to 10 and recovered £320,000, delivering a significant commercial impact while strengthening financial governance and accountability.
Business Analyst - Solicitors Regulation Authority - Birmingham
(2024-02 - 2026-04)
Delivered business analysis across the organisation's risk, data and wider project portfolio while leading the implementation of the Continuous Improvement programme. Responsible for translating strategic priorities into evidence-based improvement initiatives and building sustainable Lean Six Sigma capability across the organisation.
- Led business analysis for the risk, data, and wider project portfolio, translating complex operational requirements into actionable solutions, decision-making reports, and investment cases. Developed a new cost model for the SQE qualification by analysing application volumes, operational activity, and true delivery costs, enabling more accurate pricing, budgeting, and project investment decisions.
- Established and embedded the organisation wide Lean Six Sigma capability, designing and delivering the White Belt programme and coaching 85 colleagues to accreditation. Built Lean communities of practice and transferred delivery capability from external providers to the internal learning team, creating a sustainable model for identifying and delivering improvement.
- Established a structured performance and improvement governance process, combining operational data, risk assessment and strategic priorities to identify, prioritise and track initiatives through delivery. Coached teams and subject matter experts to implement improvements that reduced process times, accelerated invoice and credit processing and strengthened financial performance.
Operational Improvement Specialist - Simon Davey Consulting Ltd - Corby
(2022-12 - 2024-02)
Delivered transformation and operational excellence consultancy across multiple sectors, working with executive teams and client stakeholders to improve business performance, customer experience, and operational capability.
- Led commercial and operational reviews for businesses pursuing funding, growth, or exit, partnering with CFOs, Finance Directors, C-suite leaders and funding partners to assess financial and operational performance. Identified cost, capacity and performance opportunities that reduced the need for additional borrowing in some cases and strengthened business value and exit readiness.
- Delivered customer-focused transformation for a global bank, working with international teams to map end-to-end customer journeys using BPMN 2.0 and redesign cybersecurity processes. Identified opportunities to simplify, standardise, and automate activities, including assessment of single sign-on and multi-factor authentication, supporting the bank's service-led strategy and customer experience objectives.
- Led global quality and process transformation within the marine industry, coordinating production, safety, and technical teams to migrate a global quality management system between SharePoint environments. Redesigned processes, standardised ways of working and trained teams across international operations, improving consistency and reducing the time required to service and repair safety equipment.
Senior Continuous Improvement Manager - Holland and Barrett Ltd. - Nuneaton
(2019-04 - 2020-10)
Led a £4m annual continuous improvement portfolio across retail, production and logistics, providing functional leadership and business analysis to identify performance barriers, dependencies and delivery risks and leading high-value improvement workstreams to measurable outcomes.
- During COVID-19, rapidly designed and mobilised a temporary order fulfilment operation with a 3PL partner in just 48 hours, mapping end-to-end warehouse and order processes, training agency teams, and reducing order lead time from 15 days to 48 hours. This enabled a six-month contingency programme to close after three months and returned the main warehouse to normal operation.
- Established the Efficient Operations pillar within the two-year business strategy, working with senior leaders and Board members to develop transformation roadmaps, identify cross-functional dependencies and impacts, and align operational priorities with longer-term five- and ten-year plans. Developed standardised performance reporting frameworks and KPIs across site, regional and group operations, strengthening governance, performance visibility, and leadership decision-making.
- Led a cross-functional cash and banking transformation across 850 stores, redesigning processes and implementing role-based training with senior leaders and operational teams. Reduced weekly discrepancies from £250k to £2k, strengthening financial control and identifying genuine loss and wastage.
Continuous Improvement Manager - Canon Business Information Services - Duxford
(2018-01 - 2019-03)
Led the operational improvement workstream for the three-year retender of a strategic customer contract with Cambridge University, developing a transformation plan to reduce cost per printed page while improving operational efficiency, asset utilisation, and commercial performance.
- Led the operational improvement workstream for a three-year strategic contract retender with Cambridge University, developing a transformation strategy to reduce cost per printed page through production optimisation, asset consolidation, increased utilisation, and migration to faster, lower-cost technology.
- Partnered with Canon senior leadership and Cambridge University stakeholders across three business units, aligning competing priorities, commercial objectives and operational requirements into a single three-year transformation roadmap focused on sustainable performance improvement and contract value.
- Redesigned the operational delivery model from siloed roles to multi-skilled teams, using workforce and production analysis to develop a three-year restructuring plan that reduced headcount from 85 to 50 while maintaining production output, quality, and service performance.
- Delivered measurable operational improvements, increasing OEE from 19% to 63%, reducing waste from 6.2% to 3.8% and increasing average daily output from 162,000 to 300,000 sheets, while improving asset utilisation and reducing production requirements.
Continuous Improvement Manager - JTJ Workplace Solutions - Rugby
(2014-07 - 2017-12)
Secured £27.65M by managing, executing, accessing, and leading portfolio of operational lean projects across multi customer sites nationally and internally including people, processes, and technology, with emphasis on quality, delivery, cost reduction and return on investment.
- Delivered several improvement projects at Wincanton to reduce the number of rejects through improved pick routes, resulting in improved quality and reduction in non-conforming product.
- Delivered multiple improvements at the Coop increasing chilled and ambient room pick rates and reduction in pick errors through operator education.
- Delivered multiple projects across multiple sites at K&N, including reduction in waste, improved warehouse capacity and adherence to the pick plan through redesigning the pick face.
- Identified and implemented process improvements at Argos that increased productivity and reduced waste, achieving higher output and optimising headcount capacity.
- Analysed warehouse operations across chilled and ambient departments at Ocado to uncover efficiency gaps, leading to targeted improvements that streamlined pick time, reduced goods received process time to improve stock availability, and enhanced overall process consistency.
- Led creation, integration, and operation of business transformation plan, including data recording, analysis/reporting, company policies and procedures, instigating, writing, and documenting business end to end processes.
- Trained and mentored twenty-three tutors to Green Belt Level in guaranteeing projects are identified and delivered in line with business goals using lean tools and techniques including Visio Value Stream Mapping, DMAIC, 5S and TPM.
Goods In Manager - RPC Containers - Rushden
(2006-08 - 2008-06)
Managed the Goods In operation, warehouse stock control and production material availability, ensuring efficient inventory management, supporting manufacturing operations and leading continuous improvement initiatives across warehousing and production processes.
- Managed the design and successful relocation of the Goods In department, creating a centralised warehouse layout that improved stock visibility, enhanced inventory accuracy and increased operational efficiency.
- Implemented a production job stock process that ensured materials were accurately allocated to production orders, increasing Right First Time performance by 75%, reducing production delays and improving manufacturing control.
- Reduced stock holding by reviewing Bills of Materials (BOMs), aligning inventory levels with production requirements, and consolidating stock from multiple satellite warehouse locations into a single controlled storage area, improving stock accuracy, reducing excess inventory and optimising warehouse capacity.
Business Mentor/Advisor, Help to Grow Management Course - Enterprise Nation
(2022-08)
Coach and advise SME leaders on strategic planning and performance improvement, translating business objectives into clear priorities, KPIs, governance frameworks and performance dashboards. Challenge and support business owners to identify operational risks, opportunities and performance barriers, develop evidence-based improvement plans and establish effective management rhythms, while embedding the tools, behaviours and capability required to deliver measurable results and sustain continuous improvement.
