Paul Giles

A highly driven, tenacious professional with a need to understand, learn, develop and succeed. Strong communication and presentation skills, with an aptitude to create and identify routes through objections. Result and success driven, with proven key account management, and new business development skills. Over 20 years’ experience in direct sales, promoting high market value products, linked to solution and value-added concepts. Highly experienced in the specification and total solutions for forklift trucks with key specialisms in Big Trucks, Container Handling, Industrial and Port Tractors. Covering Waikato and Bay of Plenty regions, I am responsible for the Hyster range of forklift trucks where I am commited to providing best in class sales and service support

Part of EIE Group South Africa, Impact Handling is the exclusive distributor for Cat Lift Trucks and Konecranes heavy forklifts and container handling equipment in the UK. This role took total ownership of the Konecranes sales targets in the UK for 10 – 65t forklifts, container handling equipment and service growth. Reporting directly to the Managing Director, I was committed significantly to new business development and growth. Deal analysis, profit levels, finance solutions, future market values and risk formed part of my role and responsibilities. Future disposal strategies and short term rental fleet development for the Konecranes range also sat within the role and therefore critical to a future strategy for a strong, long term business model. Split into Industrial and Terminals business approaches, the position also included support and coaching of a National sales team of 38 sales people to maximise the opportunities in their respective sales regions for the Industrial segment where I managed the Terminals sector directly. Sales Team support was provided via product training, joint calls and financial solutions. Due to the technical nature of this equipment, direct liaison and close relationships with the Konecranes product line based in Sweden were critical. In summary, this position held full accountability for the growth of the Heavy Truck Divison within Impact Handling. As part of the future plans, I introduced the MOL 4x2 and 4x4 tractor product range to the UK Market place targeting Distribution, Industrial and Port business sectors. This product compliments the total solution approach to the wider Konecranes offering and brought a strong option to the UK market place.

Sitting on the Leadership Team of Briggs Equipment, I held responsibility for the overall Hyster Yale Group target within Briggs Equipment for forklift sales 8000 kg upwards. The role included direct Account Management value in excess of 80 Million GBP plus National Sales Team mentoring to ensure the product line was driven to market in what was a multi-product, unit focuses sales structure. Creation and delivery of the overall Big Truck Strategy in line with Briggs Equipment five-year plan, working alongside Briggs Equipment Board of Directors to finalise the sales, asset and utilisation plan for the heavy truck fleet. Briggs is a very large organisation and the role required significant internal negotiation and cross functional agreement where differing departmental targets, margin expectations and drivers effected the overall competitiveness and price point of sales submissions. For direct Account Management and service delivery, the role also has 3 direct reports for Contract Management and Sales, plus 80 indirect reports to deliver the expectations as laid out in the annual targets from a National Sales Team. • Achieved 65% market share of all contract hire business in the UK • 33% annual market share against reported sales to UK market place. • Direct Account Management value in excess of 80 Million GBP contract value • Member of Hyster “PAG” – Product Advisory Grouo

Within Kalmar I promoted and developed both product sales and service contracts of Container Handling Equipment and Heavy Forklift Trucks into Ports, Terminals and industrial user across the United Kingdom. Through Capital Equipment justification, cost arguments and product presentations, the Key skills used were Account Management, focused opportunity strategies, equipment specification, development and creation of service support packages to demonstrate maximise return on investment. The Kalmar product range covers 5t – 52t counterbalance forklift trucks, reachstackers, empty container handlers, distribution and port tractors, plus Ship to Shore Cranes, Rubber, and rail mounted Gantry cranes, Straddle and shuttle carriers. Typically, customers were, but not limited to, Felixstowe Dock and Railway Company, PD Ports, Associated British Ports, DB Schenker, Malcolm Group, Wincanton and Forth Ports.

The role within Henkel UK was to promote, develop, grow and sustain sales of the Loctite range of industrial adhesives. The range covered anaerobic’s, cyanoacrylates, epoxies, toughened acrylics, silicones and modified silanes, brushable ceramic and wear compounds, plus dispensing equipment and ancillaries. Key skills used included engineering seminars, development of new engineering concepts, ability to understand and rationalise engineering processes, plus work within the traditional engineering and assembly processes. Most importantly, the ability to look at an engineered component or process to understand where adhesives could either replace, add or improve on traditional design and methods. The business sector was industrial and distribution with markets including, but not limited to, military, medical, food and beverage, overhaul and maintenance, automotive, automotive component suppliers, and electrical. With a structured distribution network, 40% of business was placed through distribution outlets such as BSL, Cromwell Tools and Wyco, and 60% being direct managed accounts with Henkel Loctite UK. 80% of sales through distribution channels were on a “back sell” basis, developed and created direct with distributor customers, using customer lists, sales representative work out days, and promotional activities. tional activities. • 2006 sales of 700 k GBP (+30% in 4 years) • Year on year growth • 2nd highest growth in Henkel UK in 2005 with +17% • Within top 3 of 80 - 2004 achieving + 10%. • Within top 3 – of 80 - 2003 achieving + 7%. • Key driver of Salesman efficiency program