Jon Blackwell

By utilising 35+ years of successful experience in some of the most challenging UK retail businesses, I support companies and Individuals who will benefit significantly from my business analysis, then straight talking deliverable strategies and solutions. I am always open for a confidential chat, even if it's only to bounce around some idea's for a fresh and independent perspective, or just for a random vent to someone who really does understand the never ending challenges and opportunities within our industry ! I've been there, seen and successfully done that. So don't sweat or lose sleep over that problem, speak to someone who will happily help you. Message me anytime and I'll get back to you straight away. Check out my experience and recommendations below 👇 Amongst all things within Retail Operations, I can also help you with: 🟢 OTB and stock flow management 🟢 Stock related working capital and cash flow management 🟢 Redundant and returned stock management 🟢 Establishing the right KPI's to deliver company goals, and their implementation within cross functional teams 🟢 End to end factory to BTC and BTB supply chain management 🟢 Supplier compliance and performance management 🟢 DC and Logistics process and cost to serve improvements 🟢 3PL management, resets and tendering 🟢 B&M and DC systems upgrades or replacements 🟢 Product data and transit packaging improvements for a seamless customer experience 🟢 Portfolio divestment and stock clearance processes

Responsibility for the DC, Logistics, Imports & Merchandising operations. Key achievements include: 🟢 Management and successful implementation of the replacement WMS, from Safari to Nav 365 integrated to the Nav ERP 🟢 Tender completed for the DC and Logistics operations, resulting in the re-negotiation and renewal of the existing in-house DC lease (Blackrod, Bolton) 🟢 A root and branch rebuild of the DC operation, ensuring that it was 100% aligned to a customer first approach 🟢 KPI measures and a programme of improvements implemented resulting in customer order OTIF consistently achieving 99%+ from below 85% previously 🟢 Store fulfilment and delivery network overhauled & expanded to include Fenwick shops 🟢 Customer Services processes and measures united with the improved supply visibility Quote from the CS Mgr ref. Christmas '23 peak... "that was the best & most stress free Christmas trading I've had in the 7 years that I've been with the company!" 🟢 Redundant returned stock reduced by 56%, from a 30% mix of DC stock to a 16% mix, with an embedded process to reduce this further ongoing 🟢 Tender completed for the 2 man Home Delivery operations, resulting in a continuance of the in house North England network and the re-negotiation and renewal of the Southern & Scottish 3PL contracts 🟢 Southern distribution hub established in partnership with the Home Delivery 3PL 🟢 Total company stocks reduced by 19% including a 42% and 48% reduction in clearance and discontinued products. 🟢 Packaging review completed based on newly established returns stats and improvements made to high transit damage offenders The returns policy tightened up, benchmarked vs. the market, reducing overall returns from 9% to 6%. 🟢 Cross functional project team introduced for the end to end management of VIP & high value orders e.g. £100k+ trade or celebrity/influencer orders. All achieving a 100% OTIF

Travelling around France & skipping through Switzerland, Germany & Luxembourg. Visiting amazing new places, meeting fantastic new European friends & tasting incredible new food & drink. Skills: Careful driving on the wrong side of the road • Learning to communicate in many Europoean languages using only Google translate and hand gestures • Easily making new friends by using the internationally recognised ice breaker of offering a can of beer • Still being able to get live Sky F1 by chasing unblocked IP addresses around the world •

The Sofa In A Box industry disruptor. In 2020, the 1st full year of trading, the business sales grew from £900k 2019 to £7.1m 2020 to £31.6m 2021. Upon joining Snug it was clear that the growth potential was being severely incumbered by inadequate skills, infrastructure & processes. On my first day there were over £0.5m of orders that could not be fulfilled due to a lack of accurate in stock or inbound visibility. I shut the trading website down on day two. Within 1 week I aligned all customer orders to in stock or due shipments, coupled with a process to ensure that the issue did not occur again and the website was turned back on. DC distribution processes (shared with sister company Bridgman) were rebuilt with a capability to fulfil all due orders & the home delivery provider capacity was geared to deliver. All in stock orders were fulfilled within 3 weeks & all orders due in time for Christmas were delivered within the customer promise. To drive the accelerated growth in the 2nd half of FY'20 & into 2021, I: 🟢 Recruited and coached a Supply Chain, Merchandising and Ecomm Inventory team 🟢 Aligned the Customer Services processes to the business capability, with the strategy and future flexibility to grow with the pace of turnover 🟢 Tendered for and appointed an imports partner that would support the required speed to market of the business 🟢 Tendered for and appointed DC, Logistics and Home Delivery partners who had the top tier innovative ambition to support the phenomenal business growth 🟢 By Dec. '20 in stock delivery lead times were reduced from up to 10 days to 3 days, by May '21 this was reduced to Next Day, guaranteed 🟢 By mid Jan. '21 I completed the DC and Logistics tender and I appointed Wincanton for both Home Delivery & Warehouse Ops 🟢 Go live in the newly acquired Rockingham 528k sq. ft. automated DC was achieved within 15 weeks managed by a fully integrated Manhattan WMS, with no disruption to stock flow or customer service

I joined the business to co-ordinate and manage all operations across the Laura Ashley, PwC, and Gordon Brothers teams, leading the Old Co. administration and disposition operational processes, whilst establishing the New Co. business proposition. To deliver this I: 🟢 Restructured Laura Ashley's distribution network and inventory profile to the New Co. business cost and operational requirements, whilst managing the operations of the Old Co. estate disposition process 🟢 Moved the inefficient & costly in-house transport operation to a 3PL shared service 🟢 Refocused the DC and Logistics operations to be primarily an online BTC fulfilment facility with the capabiltiy of bulk pick & distribution for Store & BTB replenishment 🟢 Reduced the SKU count by 51% and eliminated all obsolete stocks 🟢 Reduced DC and Logistics cost to serve from 25% to 12% The reduced SKU count & stores portfolio enabling all distribution activities to be consolidated from 3 into 1 re-configured existing site. 🟢 Improved stock flow and stock budget management (aligned to working capital and cash flow requirements) through the implementation of a business wide WSSI which was linked to the new DC and Logistics workload planning dashboard

Touring through France into Spain. Visiting in our Motorhome, all of the amazing places that the regular traveller does not have time to appreciate.

Management responsibility for: 🟢 The UK Central Distribution Centre and Logistics Network (XPO) 🟢 Home Delivery Fulfilment (TVA 2 man, IForce and Yodel 1 man) 🟢 Imports operation for circa 950 containers per annum 🟢 Outside seasonal storage of circa 200 containers per annum 🟢 The reverse logistics National Horticulture Delivery Hub (XPO) A £19.5m P&L responsibility, also ongoing mgt. support for the Merchandising, Supply Chain, Trading and Ecomm. teams. A member of the Operating Board team tasked by Terra Firma to break up the Wyevale business and return sufficient equity to the shareholders and creditors. Successfully completed end Nov. 2019. Key achievements include: 🟢 Reduction in annual spend of £4m (24%) 🟢 The restructure and consolidation of all operations into the CDC & the introduction of accurate Supply Chain workload planning 🟢 A root a branch rebuild of the delivery schedules inc. combined GM and Horticulture operations 🟢 Renegotiation and Tender of the Imports and Home Delivery contracts 🟢 Introduction of "commercial" KPI’s to drive service & cost improvements

Responsibilities as previously for Dobbies. Re-joined to assist the business with regaining Supply Chain control and improving its Supplier to Store and Direct to Customer processes. Also with delivering their seamless operational exit from Tesco Groups Primary Network.

Managing and driving the Seasonal Dept. inc. Beauty and Personal Care • Jewellery and Watches • Leisure and Sports Equipment • Toys and Nursery • Gifts and Entertainment • Garden and Outdoor • DIY and Christmas • Selling through 6 .com fascia’s with an annual demand turnover of £316m (retail), across 19’850 products from 403 Suppliers. Merchandising team of 31 with 7 direct reports. 53% of the lines stocked in (46% of this direct Far East sourced) and 47% delivered direct to the customer from the Supplier (drop ship). Seat on the Trading Board, reporting into the Group Merchandising Director. Within 6 months: 🟢 The increased demand budget for my Category was beaten by 1.6% (+£1.9m +10.0% vs. LY) vs. the company performance of -5.8% vs. budget 🟢 Availability improved by 0.7% pts to 91.9% and order fulfilment (within customer promise) improved by 0.5% pts to 96.3% 🟢 Supplier funding increased by £3.1m +35% vs. LY and £1.3m +13% vs. budget, therefore AM £’s grew in line with demand 🟢 This was achieved by re-focusing the team on the basics of supply & demand, establishing great supplier relationships and aligning the trading & promotional activity to the bull’s eye customer Miss Very