Joseph Cleary

• Full responsibility for a 12 million turnover office.
• Supporting the branch network of 16 in the central belt of Scotland circa 50 million turnover.
• Account management and development of key large accounts, as a one point of contact to control jobs across the UK.
• Managed internal databases and spearheaded strategic planning/ decision making across the region.
• Created and led a successful business culture focused on performance.
• Identified and resolved operational issues impacting productivity, performance or profitability.

• I have managed three branches within the central belt, which are
  Stirling, East Kilbride & Glasgow Muirend over a six year period.

• The average turnover of these depots is circa 3-5 million
All branches have returned strong profits in each trading year, up to
500k.

• I re-branded Stirling from a Keyline branch to a Travis Perkins
branch.

• All depots have had clear staff development and individuals
coached to the next level in their career path.

• All Health & Safety standards have been executed and improved , to
ingrain a safety culture into my branches.

• Maximised branch revenue by optimising daily operations and
increasing efficiency.

• Consistently increased sales by developing key customer
relationships, which in turn has increased the market share in each
area.

• Managed tool-hire business within my branches to push higher
margins.

• Conducted regular branch staff meetings to communicate goals and objectives.
• Oversaw all aspects of branch management, including sales, revenue and policy enforcement.
• Performed monthly and quarterly employee performance appraisals.

• I managed two depots in the Midlands region Birmingham
  Erdington and Birmingham Aston.
• Full responsibility and management of teams of up to 20 employees.
• Won Branch of the Year for the Midlands and Safety Branch of the
  year 2014 at Aston Branch.
• Facilitated smooth running of branch operations by verifying consistent compliance with standard operating procedures.
• We posted the highest customer insight score the company had seen
  in 2014 in Aston.
• I managed the North Birmingham council contract with Wilmott Dixon for two years and was in full control reporting to the general manager of the council in weekly meetings.
• We developed the infrastructure of the branches to enable the
  continued growth of revenues and profits.
• Skilfully operated a branch with an average of 120 collections each
  day.

• ABM at Wolverhampton a 1 million net profit making branch, with
  approx 40 members of staff.
• Integrated the West Midlands distribution hub within the branch
  operation.
• National sales role looking after circa 50 key accounts driving sales
  volume on their jobs across the UK, as a one point of contact.
• Any request for goods/services would be supplied where possible.
• Recommended new campaigns and initiatives to attract prospective customers.
• Developed targeted advice for decision-makers on how best to reach target consumers and build awareness.