Miles Cottrell

Experience

• 

  Nestlé

  Feb 2004 - May 2009

  Customer Service Executive

  • Managing all Nestlé’s confectionary, food and beverage orders for Somerfield and Co-op accounts ensuring the correct products are ordered, arranging distribution, maximising customer logistics bonus (LED). All managed to strict daily time constraints.• Main non-commercial contact for the accounts, for problem and query resolution, and root cause analysis to prevent repetition. • Collaborative working with Account Managers and Sales Executives to advise on customer order status, deliveries, issue resolution. Includes fortnightly team meetings to ensure that all details of customer demand and requirements are fully understood. Also work very closely together to ensure that period end volumes are achieved.• Providing the Sales teams with details of daily sales figures and promotional demand forecasts.• Close liaison with Nestlé Supply Chain functions, to manage the flow of new and promotional products into the customer base.• Managing, presenting and leading face to face customer service reviews. Show less

• 

  Creme d'Or Ltd

  May 2009 - Nov 2018

  • Reporting to the Directors, I was responsible for the delivered turnover for all of Creme d’Or’s business (around £8m pa).• Managing a team of 7 Customer Support Executives and 5 Warehouse Operatives.• This post was created from the merging of our Customer Service and our Sales Support functions, unifying the two teams. As with the Sales Support Manager role, this involved a lot of change management as well as planning/direction setting and coaching.• Overseeing the workflow and redistributing if needed, ensuring it is even across each team member.• KPI reporting monthly.• In August 2017 I was asked to oversee our Supply team for a week. While I was doing that I discovered a big deficit in our stock holding just ahead of our biggest selling period. Having assessed the scale of the problem, I worked with the team for the following 9 weeks. By forecasting sales and prioritising our order patterns, we managed to get back to the correct level of stock holding just in time for the Christmas period, saving tens of thousands in sales and maintaining service to our customers who could easily have switched to our competitors for their Christmas stock.• Through a process review in 2017, I saved the company £4,000 in spending on temporary staff.• This position was made redundant due to a downsizing of the business. Show less • Reporting to the Directors, I was responsible for the delivered turnover of approximately £4m pa• This was a brand new role. In collaboration with the Directors, I created a structure, wrote job descriptions and reviewed processes, building a high performing function and a committed team.• Ultimately managing a team of 3 Sales Support Executives and 2 Business Development Executives• Ensuring that full support is provided at all times to the National Account Managers, working closely with them on their accounts• My team handled the larger and more complicated accounts for the company, often with very complex needs and also bespoke products.• The nature of the accounts meant that the team and I had to work collaboratively across all the departments in the company, ensuring clear communication at all times.• Responsibility for HR and recruitment was added to my role in 2011. When I took the recruitment function over, I overhauled the process and moved to online recruiting. After negotiation with various online providers, the new process saved the company around £2,000 per year in advertising. The new process also meant that we reached more suitable candidates than before.• Providing management cover for other teams when their manager is away. Show less

  • Customer Support Manager

    May 2016 - Nov 2018

  • Sales Support Manager

    May 2009 - May 2016