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Operations Leader
Tony Wingate
,
High Wycombe, United Kingdom
Experience
Other titles
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I'm offering
A results-orientated and innovative Operations Director with 28 years' operational experience within challenge-driven retail and service environments. A strong relationship builder with both clients and suppliers. Brings to the fore, extensive expertise within business and project management, delivering change and adding value within business operations, supply chain, logistics, strategic direction and legislation. Possesses a swift intellectual grasp, realisable ideas, has a decisive mindset and is good at prioritising and being creative in reaching structured decisions. A seasoned professional with a proven track record within the following key business areas: staff development and utilisation, integration processes, long-term sustainable development, capital requirements in line with budgetary constraints, and the creation of a consolidated logistics and supply chain functionality and the management of customer operational interfaces/order capture and processing. A hard working and motivated influencer, with highly developed interpersonal and delegation skills, who easily interfaces departments towards the development of a mutual approach to working at their full capacity in reaching company objectives.
Markets
United Kingdom
Links for more
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Language
English
Fluently
Ready for
Larger project
Full time contractor
Available
My experience
2018 - 2021
freelance
Owner
unknown.
Chief Consultant Double U Consulting Services Ltd
Started Consultancy after recognising that many retailers lack sufficient resource and expertise to deliver on projects and initiatives that would provide a real step change in their operations. Focused on Logistics solutions initially but able to take a generalist view of all retail operations.
Key Achievements:
• Worked with University Hospitals Birmingham NHS Foundation Trust Calculating demand for PPE and clinical supplies for on-site warehouse for the Nightingale hospital at the NEC.
• Liaison with clinical and ICU stakeholders to establish SKU's required on an incremental basis for 250, 500,1000, 2000 and 4000 COVID 19 potential COVID-19 patients.
• Tight timescales (7-10 days) to deliver a stocked working facility which was achieved by deadline.
• Set out requirements for compliance to all waste regulations and set up a contract with a 3rd Party Waste specialist for a major UK furniture retailer -introduced revenue streams for recyclables.
• Instigated a warehouse review across all locations leading to a 25% increase in capacity boosting stock holdings and increasing the 'fast delivery' offering from stock for a major UK retailer.
• Procured a software platform to provide visibility of all orders being delivered for both the retailer and the customer, including optimised routing, customer communication, turn by turn directions and a full mobile solution delivering efficiencies and cost savings of over 10%
• Rolled out the system centrally and to 16 delivery locations.
• Engaged with A software business in the US that developed the platform mentioned above to represent them in the UK to develop a presence in the UK marketplace.
• Produced logistics strategy document for leading European building materials wholesale/retailer.
Started Consultancy after recognising that many retailers lack sufficient resource and expertise to deliver on projects and initiatives that would provide a real step change in their operations. Focused on Logistics solutions initially but able to take a generalist view of all retail operations.
Key Achievements:
• Worked with University Hospitals Birmingham NHS Foundation Trust Calculating demand for PPE and clinical supplies for on-site warehouse for the Nightingale hospital at the NEC.
• Liaison with clinical and ICU stakeholders to establish SKU's required on an incremental basis for 250, 500,1000, 2000 and 4000 COVID 19 potential COVID-19 patients.
• Tight timescales (7-10 days) to deliver a stocked working facility which was achieved by deadline.
• Set out requirements for compliance to all waste regulations and set up a contract with a 3rd Party Waste specialist for a major UK furniture retailer -introduced revenue streams for recyclables.
• Instigated a warehouse review across all locations leading to a 25% increase in capacity boosting stock holdings and increasing the 'fast delivery' offering from stock for a major UK retailer.
• Procured a software platform to provide visibility of all orders being delivered for both the retailer and the customer, including optimised routing, customer communication, turn by turn directions and a full mobile solution delivering efficiencies and cost savings of over 10%
• Rolled out the system centrally and to 16 delivery locations.
• Engaged with A software business in the US that developed the platform mentioned above to represent them in the UK to develop a presence in the UK marketplace.
• Produced logistics strategy document for leading European building materials wholesale/retailer.
Operations, Retail, Consulting, Compliance, Software, Wholesale, UP, Customer, Platform
2016 - 2017
job
Logistics Director
Furniture Village Ltd.
The UK's largest independent furniture retailer with a turnover of c £270 Million in Jan 2016; embarked on a five-year growth plan that included the additional opening stores and the consolidation of back of store distribution operations to regional distribution centres - responsible for a £24.3 Million distribution budget and Member of the Trading Board. Full responsibility for Supply Chain, Distribution, and Fleet Operations in the business. Accountable for the management and control of c 375,000sqft nationally split between one national distribution Centre, eight regional distribution Centre's and nine back-of-store distribution operations; with responsible for the management and direction of c 350 managers and staff.
Key Achievements:
• Achieved a 99% delivery average that significantly improved service levels.
• Delivered £2 Million above target (half-year point of 2016/17) and set a record for the business that included an eleven-week spell of above base and best budget performance.
• Played a key role in reducing service queries by 80% i.e., Wrong goods and damages.
• Implemented a new commercial supplier SLA that introduced penalties for delays and OTIF failures.
• Set up distribution leadership training for all distribution managers.
• Opened two new regional distribution centres'; responsible for transferring volume from back-of-shop operations alongside accommodating a c £40 Million additional throughputs from new store openings.
• Pulled together the distribution property strategy through to 2019 that included an additional 100,000sqft of space and key efficiency drivers to enable faster stock turn.
• Reduced accidents and claims by 40% after introducing a company driver policy with close collaboration with insurers
• Played a key role in the introduction of an improved approach to Health and Safety that included PRIME system notifications, enhanced training records and management.
• Implemented several key company-wide initiatives such as 'The War on Waste' and 'Trade and Deliver' to focus on waste and correct trading initiatives
Key Achievements:
• Achieved a 99% delivery average that significantly improved service levels.
• Delivered £2 Million above target (half-year point of 2016/17) and set a record for the business that included an eleven-week spell of above base and best budget performance.
• Played a key role in reducing service queries by 80% i.e., Wrong goods and damages.
• Implemented a new commercial supplier SLA that introduced penalties for delays and OTIF failures.
• Set up distribution leadership training for all distribution managers.
• Opened two new regional distribution centres'; responsible for transferring volume from back-of-shop operations alongside accommodating a c £40 Million additional throughputs from new store openings.
• Pulled together the distribution property strategy through to 2019 that included an additional 100,000sqft of space and key efficiency drivers to enable faster stock turn.
• Reduced accidents and claims by 40% after introducing a company driver policy with close collaboration with insurers
• Played a key role in the introduction of an improved approach to Health and Safety that included PRIME system notifications, enhanced training records and management.
• Implemented several key company-wide initiatives such as 'The War on Waste' and 'Trade and Deliver' to focus on waste and correct trading initiatives
Operations, Budget, Training, C, Leadership, Management, Service, Growth, Safety, Direction, Health, UP
2012 - 2015
job
Distribution Director
Dreams Plc.
The UK's leading bed specialist was facing a challenging retail environment with the sale of the business and the reduction of its core retail estate from 263 branches to 173 in March 2013 and a declining turnover of £250 Million
Key Achievements:.
• Responsible for the compilation and execution of a three-year plan to de-stock home delivery depots saving £3 Million working capital and £1.6 Million cost by 2015.
• Collaborated closely with Yodel XL on a two-man home delivery platform bringing OTIF (On-Time-In-Full) performance from 65% success rate to 93% over a four-month period.
• Staged a withdrawal of 40% of delivery volumes from Yodel back into Dreams own HDD network; Closed off Yodel participation 2013
• Reduced HDD warehouse space by 69% after project managing a destocking programme and the relocation of larger HDD's to smaller locations.
• Improved service levels by 7% over a three-month period with the 'Reset' Dreams home delivery network - 100% of volume through HDD's.
• Reduced levels of handling damage and 'miss-picks' to 1% and 0.06% respectively of planned deliveries; previously 6% and 3% respectively.
• Instigated the 'Night Knight's initiative across Distribution; focused all areas on key KPI's and individual behaviour; drove a % point to OTIF performance to an average of 99%.
• Championed 'Pillow Talk' across HDD's culminating in an 80% plus general satisfaction score across HDD's.
• Set up Distribution Customer First Team; supported delivery teams and customers on the day of delivery resolving issues and problems; reduced sales returns' from 10% per week to 6%.
• Managed company order book to lowest levels - approx. 2.5 weeks average sales; variable lead times 3 days to 6 weeks.
• Contributed to a £3 Million better than budget performance on EBITDA in 2014; £8 Million extra in 2015; drove aged orders down from £1.5 Million to less than £0.5 Million in a seven-month period.
Key Achievements:.
• Responsible for the compilation and execution of a three-year plan to de-stock home delivery depots saving £3 Million working capital and £1.6 Million cost by 2015.
• Collaborated closely with Yodel XL on a two-man home delivery platform bringing OTIF (On-Time-In-Full) performance from 65% success rate to 93% over a four-month period.
• Staged a withdrawal of 40% of delivery volumes from Yodel back into Dreams own HDD network; Closed off Yodel participation 2013
• Reduced HDD warehouse space by 69% after project managing a destocking programme and the relocation of larger HDD's to smaller locations.
• Improved service levels by 7% over a three-month period with the 'Reset' Dreams home delivery network - 100% of volume through HDD's.
• Reduced levels of handling damage and 'miss-picks' to 1% and 0.06% respectively of planned deliveries; previously 6% and 3% respectively.
• Instigated the 'Night Knight's initiative across Distribution; focused all areas on key KPI's and individual behaviour; drove a % point to OTIF performance to an average of 99%.
• Championed 'Pillow Talk' across HDD's culminating in an 80% plus general satisfaction score across HDD's.
• Set up Distribution Customer First Team; supported delivery teams and customers on the day of delivery resolving issues and problems; reduced sales returns' from 10% per week to 6%.
• Managed company order book to lowest levels - approx. 2.5 weeks average sales; variable lead times 3 days to 6 weeks.
• Contributed to a £3 Million better than budget performance on EBITDA in 2014; £8 Million extra in 2015; drove aged orders down from £1.5 Million to less than £0.5 Million in a seven-month period.
Retail, Budget, Sales, Service, Less, Network, KPI, Working capital, UP, Customer, Platform
2009 - 2012
job
Director
Double U Consulting.
Owner and Director with full responsibility for operations and logistics; aligned with two colleagues from Pickfords.
Operations
2006 - 2009
job
Regional Director
Moving Services Group.
(Northern), Sirva/MSG t/a Pickfords,
Largest moving business in the UK with a turnover of c £110 Million owned by the global relocation specialist Sirva; purchased in 2008 by Team Relocations and traded as Moving Services Group (MSG) t/a Pickfords; executive accountability for P&L, strategic planning, staffing, and sales development for a £27 Million region as part of a £110 Million UK group.
Largest moving business in the UK with a turnover of c £110 Million owned by the global relocation specialist Sirva; purchased in 2008 by Team Relocations and traded as Moving Services Group (MSG) t/a Pickfords; executive accountability for P&L, strategic planning, staffing, and sales development for a £27 Million region as part of a £110 Million UK group.
Strategic Planning, C, Sales, Sales development, Development
My education
Lister Community School
Secondary, English and Mathematics
Secondary, English and Mathematics
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