David Payn

• Moved from previous store to Dover, a store with operational challanges to identify and improve overall performance across all metrics.
• Identified issues across store in regards to Food Saftey, Health and Satey and Trading standards, created an action plan and implimented over 4 weeks to make store compliant.
• Reviewed ways of working and scheduling to promote flexilbity/multiskilling of colleagues and relocation of resorce to aid in store operation and customer satisfaction.
• Identified multiple issues with stock routines adversly effecting avalilibty for customers, and engaged senior team/colleagues to impliment and drive correct processes leading to greater availilbity for customers and increased productivity for colleagues.
• Improved payroll accuracy after discovering a lack of ownership and control for a key KPI. Took charge of delviering KPI hitting weekly/periodically and quaterly targets ensuring that payroll was spent effectivley and in line with business expecations.

I was given the oppertunuity to become operations manager for the store in October 2021 where I was able to quickly improve perfomance and KPI's store wide having managed other departments in previous years at the store.

Along side the store manager we created a well eagaged team who contiued to deliver high standards for both our customers and the buisness, finish top of the yearly scorecard out of 32 stores in October 22 and maintinaing the top position until being reolcated in March 23.

I had very good relationships with all Region teams and was given the oppertunuity to work with the Region Operations Manager in there implimentation to help drive standards in the area on key metrics like stock and systems and payroll, as well as help create and impliment the 23/24 action plan for Operations Managers in our region.

In September '22 I created an instore programm of stock management that was sharded with the area by my ROM and Regional Manager.

Through my relationships with my regional team I was also given the opertunuity to mentor outside of my store team and was asked to sign off new Operations Mangers in our cluster.

Responsible for Food Saftey compliance in store and given whole Safe and Legal responsiliblty in role including trading standrads and health and saftey compliance - Passing all audits in this time.

Implimention of new ways of working set out by buisness.

Review of prodction in line with sales expecation as well as mitigation of waste.

Developed working realtionship with perfomacne coach and was given responsiblites to investigate, collate and feedback around expence budget effects on stores.

Had a good realtionship with Region Market Street coach, expanding my own knowagle for day to day operational excellance as well as encoraging visits and colleague engagement that drove consistency for both the customer and business.

During this time I was responsible for both customer service as well as shop floor operations.

In this time I oversaw;

-Implimentation of checkout management system, the metrics of which we passed on a weekly basis with the top compliance over 52 week period in the area.

-Stock management implimentation from pen and paper to a fully automated system.

-Introdction of customer service metrics - In our first Christmas we were 2nd in the area and 7th in the company for satisfaction.

Started as a Night Supervisor as first managment appointment in June 14' before becoming Night Manger in restructure around March 15'.

Had to over see store refit in July '14.

Was resonsbile for a small team of 8 colleagues with the resposnsilbity of filling and presenting the store.

Took the oppertunuty to upskill team on writing order pads and tasked the team in emptying the warehouse in 8 weeks. On appointment the store was holding around 45 pallets of backstock. Through coaching and educating the team, as well as sticking to a detailed action plan we where able to hit this target and move all backstock onto 8 roller cages inclusive of all amibent stock without affecting avalibility.

• Replenished store inventory regularly, monitoring stock demands to appropriately address customer needs - Given BWS as a department to oversee as part of the mangement development programm.
• After 3 years was moved onto ambient/grocery to support management team in delivering ambient standards as part of my development and was included in Manager Meetings so I could engange with colleagues.
• General replen of store, planning and implimentation of promotional chnages/seasonal events.
• Supported in all other customer facing rolls that needed my assistance.