
Managing Director at Caffe Nero
Stevenage, United Kingdom

Managing Director at Caffe Nero
Stevenage, United Kingdom
An experienced and successful general manager with substantial retail credentials – Dixons, Woolworths and Tesco. Has also managed businesses across a number of other consumer-facing sectors including financial services, new media and technology, and currently food/leisure.
An inclusive leader and developer of top teams, embraces change and ambiguity in highly paced and competitive markets. A creative individual with a strong track record in developing and growing businesses of all sizes, guided by a clear customer orientation and high personal standards.
General management, business development, proposition development, trading, customer insight, marketing, brand development, PR, organisational structure, change management
(Privately Held; 1001-5000 employees; Retail industry)
June 2005 — Present (4 years 7 months)
General management of the operation and development of Caffe Nero, the UK's top-rated coffee house brand, now a private company since early 2007 following a buyout by management.
(Public Company; SAN; Banking industry)
March 2004 — February 2005 (1 year )
Responsible for leading the development and growth of the Abbey retail branch network (740 branches) in line with the then "new Abbey" strategy.
• Created new leadership team and support structure
• Addressed management capability esp area managers
• Established operating plan to improve customer experience and sales performance
• Delivered new branch location strategy and obtained approval for network investment strategy
• Halted decline in new business performance with positive trends emerging through Q4/04 into Q1/05
(Public Company; WOW; Retail industry)
May 2002 — February 2004 (1 year 10 months)
Responsible for the development of Woolworth’s out of town non-food hypermarket format. Member of the board of Woolworths Plc. Chair Woolworths Trading Executive.
• Re-branded and aligned the business with Woolworth’s mainchain
• Established solid operational platform
• Led strategic review of big W, establishing new customer-focused vision
• Engaged Group support for fast-track/”no-risk” strategy implementation
• Created high value asset (Subsequent decision to integrate big W and reduce out of town space released significant cash for reinvestment)
Also held board position with British Retail Consortium (October 2003 to Feb2004)
(Online Media industry)
October 2000 — December 2001 (1 year 3 months)
Responsible for the exploitation of a contract with the National Union of Students that granted ITM exclusive and extensive marketing rights. Established sound management practice and implemented management reporting systems as the basis for growth and flotation. Created business plan in advance of DKW appointment as advisors and preparation of Long Form Report by BDO.
With the float postponed given adverse market conditions, re-focused the business on critical deliverables, reshaped the financial fundamentals by cutting total costs by over 40% and created revised revenue forecasts based upon proven revenue streams. Secured over £2m of funds through investors and bank facility.
(Retail industry)
July 1993 — September 2000 (7 years 3 months)
Group MD – PC World Int'l (Jun 2000 to Oct 2000).
Managed the initial development of the PC World format as a multi-channel brand into continental Europe. Initially focused on France, Spain and Scandinavia.
Group MD – E-Commerce (Jan to Jun 2000).
Developed the Group’s new e-commerce business outside of the core retail brands. Led a pure-play start-up in France as well as @jakarta, the multi-channel software retailer. Managed £10m investment in IT infrastructure.
Group MD – Dixons Retail Group (Feb 1999 to Jan 2000)
Responsible for Dixons, The Link, @jakarta and Dixons Airport Trading. Turnover c£1bn, 600 stores. Focused on Group strategy, business and management development.
MD – Dixons (Sept 1996 – Feb 1999).
Turnover £700m, c350 stores. Re-focused Dixons brand. Established framework for profitable store refurbishment. Initiated a shift in management culture. Improved operating efficiency and reduced costs.
MD – The Link (Jan 1996 – Sept 1996)
Grew the chain from 35 to 70 stores. Refined the brand proposition. Structured the business to manage twin objectives of rapid store opening programme and ongoing development of “established” business. Introduced focus on selling for profit at store level.
Marketing Director – Currys (Jan 1995 – Jan 1996)
Managed budget in excess of £25m. Created and developed the award winning Currys Megastore in Birmingham. Developed “high density merchandising” into an approach which drove Currys sales and profits for more than 4 years.
Market Development Director – Dixons Stores Group (April 1994 – Jan 1995)
Developed and launched The Link. Introduced and developed Dixons Tax Free in the UK’s airports. Introduced music and video software into Currys and “high density merchandising” into Currys.
Divisional Director – DSG (August 1993 – April 1994)
Operationally responsible for over 200 Dixons and Currys stores in the Midlands Division.
(Retail industry)
1990 — 1993 (3 years )
Ensured the maximum support for the launch of satellite TV in the UK working with broadcaster clients (eg Sky), retailers, installers, manufacturers, regulators and media.
(Public Company; DXNS; Retail industry)
July 1986 — June 1990 (4 years )
(Public Company; 10,001 or more employees; TSCO; Retail industry)
1984 — 1986 (2 years )