Liam Browne

Starting as the Operations director for Home Surveying the team of residential surveyors grew from 2 to 21 surveyors and the operational support team from 3 members of staff to 10.

Alongside this a team of Energy Assessors was built under the Enable brand that totaled 12 assessors, this team undertook EPC, retrofit assessments & technical surveys.

· Spearhead daily operations and strategic planning, overseeing multiple departments to ensure cohesive execution of business goals and growth strategies.

· Drive operational excellence across the organization, implementing innovative solutions to optimize processes, reduce costs, and improve service delivery within the residential surveying sector.

· Manage budgeting and financial planning, ensuring efficient resource allocation and achieving cost-effectiveness while maintaining quality standards.

· Lead a diverse team, fostering a high-performance culture through targeted training, mentoring, and performance management initiatives.

· Collaborate closely with senior leadership to assess market trends, identify expansion opportunities, and refine service offerings to align with client needs and industry standards.

· Maintain key stakeholder and client relationships, strengthening partnerships that support business continuity and long-term growth.

· Introduced operational enhancements, resulting in a significant increase in productivity, streamlined workflows, and improved client satisfaction scores.

• Conducted thorough reviews of staff performances for better workforce management.
• Enhanced overall company performance with data-driven strategies.
• Evaluated and adjusted performance metrics to align with organisational objectives.
• Achieved smoother workflow with regular performance appraisals.
• Developed KPIs to guide team towards business goals.

As a Senior Group Leader at Yusen logistics, I am the point of contact for the two shift group leaders and the team leaders, it is vital I lead by example. In addition, I have an overall responsibility of up to 70 members of staff.

• Carried out day-to-day duties accurately and efficiently.
• Quickly learned and applied new skills to daily tasks, improving efficiency and productivity.
• Successfully delivered on tasks within tight deadlines.
• Demonstrated respect, friendliness and willingness to help wherever needed.
• Worked flexible hours, covering nights, weekends and bank holidays.
• Increased customer satisfaction by resolving issues.
• Displayed energy and enthusiasm in fast-paced environment.
• Used critical thinking to break down problems, evaluate solutions and make decisions.
• Applied positive customer service approach to increase satisfaction levels.
• Take responsibility for process improvement and team development to continually improve performance. Develop a high performing culture and mentor leaders in the operation to achieve their potential in their departments.
• Proactively identify and lead process improvement initiatives and ensure key performance indicators are reached.
• Monitor costs associated with outbound operations, reducing staffing and headcount costs where possible.
• Liaise directly with the customer to discuss new business & model launches and confidently ensure the logistics network can support the current and future business demands. As well as forecasting any abnormality that may occur.
• Provide in depth root cause analysis to the customer for any accidents / incidents that arise on site, with an action plan for containment and / or countermeasure to prevent repeat occurrence.

·

In my role as an NDC Operations manager I was a member of the senior management team nationwide and reported directly to the operations director.

• Ensured all activity of company movements are delivered to service level agreement standards and agreed procedures.
• Provide effective support to each department I was responsible for and feedback to the directors when requested.
• Liaise with other managers to resolve issues and improve operational efficiency.
• Identity and report to the relevant director of any issues that may adversely affect the smooth running of the operation.
• Overall responsibility of 23 warehouse staff including 2 supervisors, 5 staff in the care centre on site including 1 care centre manager and 5 members in the customer service department.
• Management of stock control and replenishment for both warehouse and the care centre.

In my role as a Group Leader I managed approximately 35 employees, with 4 Team Leaders as direct reports, working directly underneath the Site manager, undertaking the following duties:

• Ensuring that all duties are carried out by the Team Leaders and Team Members to the correct company standard.

• Ensuring that Health and Safety Regulations are adhered to by all.

• Responsible for all the clerical duties involved with managing a shift, including return to work documents, disciplinary matters and ensuring members are trained to the correct standard.

• Liaising directly with other departments within the company and with several external agents within the customer itself.

• Undertaking a rotating shift pattern, thus meaning a greater responsibility is taken for all the processes on site as a point of escalation.

• Deputising for the Site Manager to cover holidays and absence and as needs dictate.

• Ensure all MHE training is kept up to date for all members on site

• Assess new staff provided by employment agencies, both shunters and FLT members

In 2011 I was seconded onto the Jaguar Land Rover contract where I was in sole charge of the operation on nights, giving me the opportunity to build a sound knowledge of the PKMS warehouse management system and the responsibility of liaising with the production facilities at Castle Bromwich and Halewood.