Work Experience:
(Last 3 Positions) |
Cushman & Wakefield – London, 2006 to Present
Role: Centre Director (Crompton Place Shopping Centre, Bolton)
Responsible for Crompton Place Shopping Centre & St Andrews Court, Bolton, an asset comprising of over 320,000sq ft of retail space within the heart of Bolton Town Centre. Working with key retail partners and controlling expenditure of £1.5 million with over 7 million visitors per annum. Key retailers include: BHS, Primark, New Look, Beaverbrook’s & Boots. Further responsibility includes three floors of office accommodation managing the service charge, maintenance and commercial relationships with clients.
During 2007 and as part of the client’s portfolio I was temporarily responsible for Crystal Peaks Shopping Centre & Retail Park, Sheffield. Centre comprises of over 650,000sq ft of retail space working in partnership with over 100 retailers and controlling expenditure in excess of £2.6 million, attracting over 10 million visitors per annum. Key retailers include: Sainsbury’s, Next, New Look, Boots, Argos & TK Maxx.
Key Achievements / Skills:
• For period 2010 achieved a 4.5% reduction in service charge expenditure through due diligence and implementing operational changes
• Pro active in sourcing temporary lettings for void units and reducing Client’s liabilities, reduction of liabilities by over £53k throughout 2009
• Working in close relationship with Cushman & Wakefield asset managers, investors and leasing team to assess and improve strategic development.
• Increased commercial income by 42% year on year for 2009, through business planning and networking with local businesses.
• Introduced the monitoring of retail sales with key retailers participation.
• Member of Bolton Town Centre Leadership Board, advocate for managing agents & client to ensure business opportunities are fully explored and exploited.
• Managed a £3 million centre refurbishment, reconfiguration of mall to encompass a new 25,000 sq ft anchor.
• Working in close relationship with our external marketing company to drive the centres marketing plan to ensure continued consumer growth, dwell time & spend and to ensure we target our key demographic areas.
• Working in partnership with Facility Management Company and ensuring service level agreements / contracts are implemented and KPI’s measurable and achievable.
• Fully responsible for the implementation and management of the companies Health & Safety policy.
• Implementation of Client’s CSR Policy and centre’s RPI policy, ensured both areas are pro actively driven forward through the annual business plan, ensured environmental challenges are identified & met and community engagement is at the forefront of the annual marketing strategy.
• Through our CSR Policy we have implemented our Award Winning B: Club, this has ensured community involvement through schools, targeting key social issues including; Health, Reading, Environmental, Safety & Social Behaviour.
• Winner of Groundwork Bury Healthy Lives CSR Initiative 2009, Highly Commended for Environmental Work and overall Diamond Winner for best submission
• Winner of Groundwork Bury Environmental Award 2007 (Energy Water & Waste Category); and Highly Commended in The Corporate Social Responsibility category 2008.
• Accredited Crompton Place Shopping Centre with ISO14001 & ISO9001 – industry awards for managing environmental issues and implementing good practice initiatives.
• Reduced utilities consumption by 22% and increased recycling to 70% with 0% going to landfill, this has been achieved by introducing control procedures on day to day Mall Operations to ensure sustainability.
Savills Commercial Limited - London, 2001 to 2006
Role: Centre Manager (North West)
Responsible for a mixed portfolio of eight sites, with an Asset value in excess of £150 million providing total facility management. During my career with Savills I was responsible for: Prescot Shopping Centre, Clarendon Sq Shopping Centre and various business / office developments amounting to over 60 acres of Industrial space and 1/2 million square feet of retail / office space, working with over 150 retail partners and controlling expenditure in excess of £2.5 million per annum.
Key Achievements:
• Implemented an innovative community based marketing campaign which as a result of which footfall increased within Prescot and Clarendon Square Shopping Centre’s by 23% & 12% respectively.
• Chairman of local Town Centre Steering Group and Hyde Business Action Group, thus ensuring both centres were key business figures at the forefront of Town Centre planning initiatives.
• Devised a branded income plan which increased ancillary income for the client by 29% at Clarendon Sq and by 150% at Prescot Shopping Centre.
• Ensured asset appreciation by implementing a succinct Planned Preventative Maintenance Programme throughout the portfolio, ensured cost efficiency and ease of monitoring for Head Office over a five-year period.
• Introduced a comprehensive management structure to ensure clear and concise communications in a multi-site operation, which ensured the smooth and efficient running of the portfolio.
• Introduced a business plan covering 3 service charge periods, which identified achievable, measurable KPI’s for Prescot Shopping Centre.
• Pro-actively managed a very large, complex portfolio implementing business plans to ensure self-motivation, increased responsibility and recognition from clients.
Phoenix Beard Limited - London,2000 to 2001
Role: Operations Manager (Triangle Shopping Centre, Manchester)
Responsible for the control and monitoring of the Operations Department, ensuring the operational success from the conceptual stage to being fully operational, being on-site some 6-months before the opening of a new retail & leisure destination within the heart of Manchester. Ensured the smooth and economical running of the centre through the pro-active management of all contracts, staff, retailers, contractors, focusing on customer care to provide a quality of customer service, which enhanced the satisfaction of customers to the fundamental success of the centre.
Key Achievements:
• Control and delivery of Total Operating Expenses totalling £1.2 million, achieved a 1st year saving of 5% against Plan through organisational changes, ensuring that the development was a viable retail option.
• Worked closely with all external partners/agencies, responsible for the recruiting and training of personnel/specialist companies and completion of all essential documentation. This was achieved within set timescales and within initial set budgets.
• Implemented the tender documentation for the cleaning tender and interviewed all companies. Set Service Level Agreements and KPI’s for the successful company and managed performance on a daily basis.
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