Background and context

I took over a multi-million pound metal stockholder serving a wide customer base across Kent, Sussex and Surrey. I was brought in initially to cover the vacant GM role in challenging circumstances. The brief was straightforward – prepare the business to hit challenging growth targets against a background of increasing national uncertainty and local competition, through improved people management and development.

Approach

I focused on three areas.

The first was to deliver a complete transformation of the logistics department, such that it could support projected future growth. This included:

Results:

• £92,000 reduction in staff costs, including £21,000 reduction in overtime costs
• £133,000 reduction in overall overhead
• 91% staff turnover in logistics side of the business; 40% of incoming staff ‘home grown’ from apprentices
• 79% reduction in warehouse errors; stock accuracy up from 52% to 85%
• 61% reduction in self-certified driver absence
• 109% increase in flexibility across the major skills in the warehouse

Achieved through:

• Designing and leading a shift change, including full employee consultation, contract change and re-deployment, rationalizing capability across the working day
• Running a large scale recruitment and L&D project to create a focused, flexible workforce to achieve project goals
• Introducing visible, daily metrics to show the team their performance, successes and areas for improvement
• Project managing the implementation of Health and Safety Management System and Electronic Routing System
• Redesigning the picking, packing, and loading processes to create improvements in time usage, accuracy and safety
• Overseeing ISO 9001 re-accreditation

The second was to develop a high performance Sales Team capable of delivering the required growth.

Results

• Record tonnage sold in 2016
• £500k+ added from new business
• Became 7^th largest Aalco by month end balances, the business’ highest position ever

Achieved through:

• Identifying, promoting and coaching a new Sales Manager
• Spliting sales teams into two parts
• Introducing a new L&D structure for training of salespeople
• Negotiating and delivering the business’ largest ongoing contract, set to become the biggest customer

The third was to drive a principles- and values-led culture change in the whole service centre, such that innovation and collaboration became the norm, replacing the old adversarial relationship between the departments. This involved:

• Defining performance standards by introducing principles of operation; office standards; concrete performance measures for Sales and Logistics
• Reinforcing performance standards in offer letters, inductions, monthly reviews, appraisals, management meetings, team meetings, 1-1 coaching sessions, employee development and succession plans
• Measuring performance by ensuring visibility of a range of performance data for all areas of the business
• Supporting performance through: formal and ad hoc coaching; training; peer support and mentoring
• Recognising and Rewarding high performance through praise, incentives, pay rises, promotions
• Resolving underperformance through training, coaching, and where necessary disciplinary action

An initial six month assignment turned into a 2 year 9 month engagement, entailing a complete transformation of the business’ personnel, processes and culture.

What the client had to say

“Sean was exciting to work with, his enthusiasm and drive are infectious. He is a very positive individual and leads both from the front and by example. It is clear that he is principled in his approach to business and to his people. At times he was under intense pressure which he was able to withstand impressively – and always maintained a positive, engaging demeanour throughout.” Chris Meredith, Chief Operating Officer, Amari Metals

“Sean is one of life’s natural people enhancers. The usual approach is to “get the best out of your people”, Sean’s approach is to help the people get the best out of themselves. His work ethic is infectious and his style is professional and effortless, immediately putting his people at ease. This background ensures that all his work is relevant and grounded. I have enjoyed immensely working with Sean and hope at some point to do so again.” Neil Murdoch, Regional Director, Amari Metals Limited

“Sean has a unique ability to turn any situation into an opportunity to coach and train others. Working with him to develop and improve a warehouse team was a pleasure, his energy and enthusiasm was both infectious and natural and allowed him to adapt to many situations.” Martin Betteridge, Logistics Operational Support Manager, Amari Metals