Nicola Harris

• As the most senior on-site, I joined the business due to a failing operations team. Very much a firefighting role when joining, but now beginning to set the right standards and build the right culture for the company values. Having designed KPIs and already achieved a systematic approach to the running of lines, setting out run rates to ensure KPIs are met. Re structured the leadership team with clear daily objectives and engagement to discuss successes and failures, coaching that failures are an opportunity to do things differently.
• Devised operational policies for regulatory compliance and best practices adherence.
• Developed risk mitigation strategies, ensured business continuity during crises.
• Liaised with stakeholders for transparent communication and better decision making.
• Encouraged innovative thinking in the team, fostered an environment of growth and development.
• Directed safety protocols implementation, created safer workplace conditions.
• Fostered a culture of continuous learning, improved workforce competency levels.
• Created a collaborative work environment for positive team dynamics.
• Monitored health and safety measures for guaranteed compliance.
• Translated senior management directives into actionable front-line policies and implemented changes with staff.
• Coordinated hiring, recruitment and training strategies to build successful administrative team.
• Investigated issues affecting group operations, prepared reports and helped correct problems.
• Oversaw facility maintenance and allocated needed resources to meet standards.
• Represented organisations at seminars, conferences and business events.
• KEY RESPONSIBILITIES & ACHIEVEMENTS
• Designed and Implemented KPIs for each business section
• Re Structure of operational lines - best practice
• Reduced GMP issues, by training and sorting maintenance contractors for key machinery
• Daily reporting on performance, analysis and feedback
• Capex investment into a line, with a 6-month payback, saving 2 Operatives

• Employed for the setting up of a new Retail Packing facility for the Nationwide Group. From a standing start, I brought in machinery to pack in just about every type of pack conceivable. Employed a team of people and the necessary operational support functions. Fully responsible for the startup and site development and improvements in line with business objectives.
• REASON FOR LEAVING: The retail model for NWP group was not what they wanted to pursue. Notice period caveat was I wasn’t allowed to work during my notice period given.
• KEY RESPONSIBILITIES & ACHIEVEMENTS
• Achieved BRC grade AA on our first site audit within 3 months
• Sourced, installed, and commissioned packing lines in line with UK safety regulations.
• Increased headcount from a team of 5 to 30 as more business was obtained
• Responsible for Health and Safety, Engineering, Quality Management, logistics, packaging procurement, and Operations
• Account Management
• Brought in a further three customers/contracts to the business, increasing profit margins
• Procurement - ensuring the correct materials, in the right specification, are supplied to production team
• Demand planning and forecasting - focusing on efficiencies and food safety
• Producing board meeting monthly reports, detailing costs, expenditure and revenue
• Naturally, coaching, mentoring, and pushing of direct reports to ensure they performed the best they could and met their development goals
• Coordinated staff training programmes to increase service standards.
• Established stringent quality control measures, ensuring product excellence.
• Managed supply chain logistics, resulting in timely product availability.
• Oversaw business staffing and training, building a successful, customer-focused team.
• Kept business in compliance with internal controls, industry regulations, and health and safety requirements.
• Pursued new business opportunities by forging strong networks and contacting potential buyers.

• Responsible for the Site development and improvements in line with business objectives. Direct reports are Compliance, Technical, Engineering, Supply Chain, Planning, and Operations.
• KEY RESPONSIBILITIES & ACHIEVEMENTS
• Reduced VL% from 65% down to 25 -28%, saving £87k p/annum labour spend
• Restructured the operational leadership team, with more effective accountabilities
• Devised KPIs that were achievable by the team, in increments, that developed a hunger for success and the drive to maintain
• Introduced engineering PPM scheduling, which allowed budgeted spend control and reductions in reactive maintenance and spend
• Introduced PDRs for all employees, enabling focus to be maintained on individuals’ effectiveness
• Procurement - ensuring the correct materials, in the right specification, are supplied to the production team
• Demand planning and forecasting - improved the process and SLA from the supplier to ensure accurate forecasting, allowing a business model to be built for future progression.
• Reporting of departmental and business KPIs - ensuring the good was celebrated and the poor was subject to learning from
• Coaching, mentoring, and pushing of direct reports to ensure they performed the best they could and met their development goals
• Directed daily operations, ensuring smooth business continuity.
• Instituted health and safety procedures, reducing incidents at work.
• Upheld health and safety standards during all work processes.
• Implemented health and safety policies; improved overall workplace conditions.
• Maintained health and safety records through meticulous documentation practices.
• Managed health and safety risks by developing robust policies.
• Upheld health and safety regulations, reduced risk of violations.
• Implemented health and safety protocols for compliance with regulations.
• Enforced health and safety guidelines, minimising workplace incidents.
• Enforced strict health and safety regulations, reducing accidents on site.
• Oversaw the implementation of health and safety regulations to prevent accidents.
• Promoted health and safety standards amongst workers.
• Implemented health and safety regulations with careful site management.
• Implemented strict health and safety regulations for worker protection.
• Conducted risk assessments, promoting health and safety standards.
• REASON FOR LEAVING: The business went into Administration

• Key person responsible for setting up and running a world-class sourcing unit. In this set-up phase, key responsibilities included:
• Recruiting and training the new workforce
• Developing the operational plan for the new facility - safety & quality standards, and maintenance.
• Manage the ramp-up of the new facility in line with the delivery of all operational KPIs.
• Manage the continuous improvement of the new facility in line with WCM continuous improvement methodology and develop the vision for the future of the plant.
• WCM pillar lead for Autonomous Maintenance and/or Focused Improvement.
• Coordinated cross-functional teams, achieved project milestones on schedule.
• Directed the implementation of safety protocols and created safer workplace conditions.

REASON FOR LEAVING: A full-time role came up, and I decided to come out of the interim circle

• Provided operational support to achieve M&S supplier approval, resulting in Silver status.

• Producing soups, sauces and dips for high end food service customers.
• 100 staff producing 200 SKUs with 1700 ingredients in 4 production areas
• KEY RESPONSIBILITIES & ACHIEVEMENTS
• Increased throughput by improved scheduling
• Implemented shop floor restructure to define accountabilities
• Reduced absenteeism by 10% through full use of company procedures
• Introduced engineering PPM schedule and redevelopment of job sheets
• Introduced and managed staff performance and development reviews
• Responsible for the site in its entirety.
• Procurement - ensuring the correct supply of materials to production team to ensure 100% customer supply
• Demand planning and forecasting
• Reporting of departmental and business KPIs - ensuring improvements were being made and upheld
• Coaching and mentoring of direct reports to ensure they met their development goals
• Implemented safety programs, improved workplace safety culture.
• Improved site safety by adhering to strict health and safety guidelines.
• Monitored compliance with safety regulations, thereby enhancing staff safety.

• Producing bagged salads for the top 4 supermarkets.
• 150 staff producing 50 SKUs with 25 ingredients over 14 lines in 3 factories
• KEY RESPONSIBILITIES & ACHIEVEMENTS
• Project managed the building of a new factory.
• Sourced and purchased new equipment and production lines, in line with the project budget and H&S legislation of commissioning equipment
• Designed the factory layout alongside the project team
• Recruited a management team for the new factory
• Delivered new factory project 1 month ahead of schedule
• Management of all factories
• Budgetary control, including P&L for all factories
• Dealt with health and safety issues according to regulations.
• Enforced adherence to health and safety regulations, reducing workplace accidents.
• Established stringent health and safety policies promoting a safer workspace.

REASON FOR LEAVING: Moved to Worcestershire for a better secondary school for my son

• Manufacture and refurbishment of bakeware for industrial bakeries.
• 40 staff producing 15 SKUs over 9 processes
• KEY RESPONSIBILITIES & ACHIEVEMENTS
• 10% increase in customer base, including one new customer invoicing sales of £0.75M PA
• Negotiated sole supplier status for one key customer, increasing customer volume by 30%, worth £312K PA
• Reduced process cycle time by 87% through development of chemical process in conjunction with chemical supplier
• Increased processing capacity through shift pattern changes whilst reducing labour usage by 14%
• REASON FOR LEAVING: Kaak Bakeware closed the site and moved the business back to the Netherlands

• Company Overview: (previously Glisten Confectionary)
• Producing traditional confectionary supplying both food service and retail customers
• 100 staff producing 100 SKUs with 100 ingredients over 11 lines
• KEY RESPONSIBILITIES & ACHIEVEMENTS
• Turned site from loss making to profit making through tight labour control and motivating staff to meet business targets
• Introduced SIC and routine team meetings
• Reduced waste by 8% worth £78K PA
• Part of £2.5M project to transfer operations from Skegness to Leicester
• Heavily involved in the consultancy of existing site staff, before and during site transfer
• Process mapped new factory
• Recruited, coached and developed new team
• REASON FOR LEAVING: Relocated back to Telford to be near my family. Previously based in Skegness, so was a long daily commute

• Company Overview: (previously Padleys Poultry)
• Site continuous improvement leader responsible for management, measurement and implementation of site wide CI initiatives.
• KEY RESPONSIBILITIES & ACHIEVEMENTS
• Generated and managed site performance management systems, producing timely, explanative and detailed financial reports for Directors use.
• Set achievable standards (run rates v’s cost) through production planning, manufacturing standards and routings.
• Produced process flows to ensure these standards could be met and sustained.
• Worked with production, Training and Health and Safety to ensure a safe and efficient workplace.
• Introduced cost savings, such as a packaging change with a cost saving of £36k PA, automation of line processes saving £36k PA.
• Negotiated customer agreement for a process change resulting in a saving of and a 25% line speed increase on this product

• Poultry production 500 staff over 25 lines

• Production of leaf salad products 250 staff over 14 lines

• Developed training manuals for clearer instruction dissemination.
• Implemented quality control measures to ensure product consistency.
• Strengthened safety standards with regular risk assessment reviews.
• Initiated problem-solving sessions to tackle production hitches timely.
• Promoted workplace health and safety by conducting regular briefings.
• Enhanced production efficiency by delivering comprehensive training programmes.