Euan Marsh

- Built a sales plan in collaboration with GMC Lead to achieve highest Tu cash growth in the region last year. I also managed the change and sales decline on GM to outperform the company performance in this area. Realigning colleagues and resources to make the best use of labour/upskilling to maximise sell through and profit in these areas.

- Leading (and deputising for Lead manager role in their absence- including during 3 month secondment of lead to shift last year). The past year I have continued to coach and multiskill my team across the job family and wider store to make them future fit ahead of the winning teams relaunch this year meaning little further training is needed for the team heading into the golden quarter and allowing us to support other job families in their training needs.

- Worked collaboratively across the store with GOL, CEx and food to multiskill colleagues and plan in for events and peaks in trade enabling us to support each other and go bigger on big events of the year such as seasonal changes, Nectar launches, on demand surges and reacting to weather events making the most of what our customers need, where we need them as a priority beyond the needs of the GMC job family.

- Worked to lead a fearless Beauty team to gold level target last year, one of only 7 stores on the region to do so. Achieved through robust coaching, observations, process management and celebrating success. I continue to build and invest in the team to achieve double the targeted growth YTD for 2025 (11% vs 5% target).

- Influence and direct GMC strategy at store level and communicate this to the senior team to allow them to understand the ever changing demands and needs of GMC against supply chain and labour challenges.

Working with clients to onboard them to the financial planning process while ensuring all legal and ethical rules are adhered to.

Analysing customer risk maps and their financial assets before preparing reports on suitable investment options.

Guiding and informing customers of their plans through to acceptance whilst answering any queries and ensuring customer satisfaction throughout what can be a very technical and unfamiliar process.

Gained high levels of customer satisfaction with average of 97% approval rating this year.

Forecast to beat retention rates and increased assets under management level target for this financial year by 5%.

Engaged in roles across stores in the region specialising in the non food offering of the company.

Delivered YoY growth and green score cards for all targets in store for my department.

Mentored 9 trainee managers through from potential colleagues, to interview and beyond in their role both in my store and on the region. With the regional non foods coach I helped other stores with colleague training, best practice advice for operational activities, store refits and general event planning on the region building links with key people at head office to help the region.

Also worked on planning and executing events such as regional nights with fashion shows and non foods engagement for colleagues. Other examples of collaborative working such as working with zone team to help restore and set up the Sainsburys Carlisle store non food department after severe flooding successfully doing this within a week and in time for Christmas week.

Worked collaboratively across the store to flex skills and labour to store needs for events or key sales helping to deliver each others budgets and react to fast moving daily needs.

Improved manager satisfaction rates through Talkback amongst colleagues from 13% to 95% on EK non foods department whilst putting into place 6 month and 1 year turnaround plans for engagement, training, budgeting, ranging, customer satisfaction and talent pipeline planning