Real operations. Measurable results.

Significant inventory accuracy problems, no team communication, and a new CEO asking the warehouse to measurably improve.

Introduced daily cycle counting, investigated every discrepancy, and moved the whole inventory process from paper to QR scanning across finished goods, intermediate goods and raw materials. I made every unlocated item the team's responsibility, and started daily briefings and monthly team meetings for the first time.

Annual stock loss fell from £400,000 to £45,000 over three years, an 89% improvement.

A fixed day pattern with little flexibility, while production ran around the clock.

Redesigned loading, receipting and shift cover so the warehouse matched production's 24/7 pattern. I changed when the work was done, not who did it, with no forced shift changes and no extra headcount.

Seven-day coverage from the existing team, plus a new hybrid forklift and administration role that ended a recurring conflict and gave people a career path.

Convert a traditional forklift warehouse to automated guided vehicles while the production line kept running.

Contributed to the functional design, ran a structured supplier evaluation, commissioned the infrastructure, redesigned the resource model and managed the change for operators, while keeping the neighbouring warehouse running.

A full conversion with no disruption to the line and no customer impact.

A food manufacturing warehouse scoring 53% on its internal GMP audit.

Set clear process standards, ran regular audit disciplines, and worked through every non-conformance to its root cause, so people cared about the standard rather than just passing the audit.

A sustained 97% average, four years on from the starting point.

Stock accuracy was regularly missing its 98% target.

Made daily cycle counting a priority instead of something dropped when the operation got busy. I investigated discrepancies in detail and traced errors back to the point they entered the warehouse.

Stock accuracy sustained above 99%.

Lead the Edmonton site through a GB-wide SAP migration. Every site found it hard.

Led the site through the cutover, then restructured the department to handle what SAP changed. I built the process routines so the team could track and improve both inventory and operational performance.

Edmonton stabilised faster than any other site in the network.

Set up a new warehouse from scratch to supply Coca-Cola drinks to every London 2012 venue, with a new team of colleagues who volunteered.

Helped set up the Dagenham site, wrote and delivered the training for the whole site, then ran one of the four shifts during the Games.

Every venue supplied throughout the Games.

Run a warehouse with a budget over £1m through a period of lower sales volume.

Used data to show direct labour could come down without hurting customer service, and kept tight control of resources and maintenance spend. Customer service targets were hit every period and every department passed its safety audits.

Cost per pallet stayed flat to budget while running 4% below sales volume.