An ‘A’ player General Manager in the Hospitality, Retail and Consumer Products sectors, with industry and consulting experience. Exceptional business performance improvement, leadership, team building and operations experience. Specialties: Business Transformation Multichannel Operating Model design and delivery Cost and Operations Improvement (Lean six sigma certified) Operational Leadership Programme Leadership (MSP & PMP accredited)

Central Operations & Change Director @ Leading the transformation of the Premier Inn operation, delivering operational excellence across our hotels through our One Best Way agenda. Accountable for new openings and property investment roadmap, ancillary sales, operational communications and the contact centre (sales and guest relations). From June 2015 to Present (5 months) DunstableAdvisory Board Member @ Advising Cranfield on the curriculum for the Retail Mangement MSc, equiping students with an understanding of a range of contemporary issues in retail management, including digital retailing, multi-channel retailing, international retail, supply chain procurement, buying and merchandising and building desirable retail brands. From January 2013 to Present (2 years 10 months) Business Change Director @ Leading the strategic development of the Carphone Warehouse multichannel operating model, to further enhance the customer experience and improve the profitability of the organisation. From March 2014 to May 2015 (1 year 3 months) London, United KingdomDirector @ Director at Deloitte leading the UK Consumer Business business transformation team and a member of the Retail Industry Leadership team. Responsible for the Retail Cost Effective Operating Models and Multichannel Organisation Design propositions. Significant client engagements include: - Leading UK retailer T/O £9.5bn: Delivered 50% reduction in backlog of invoice processing and a reduction of 15% in invoice rejection resulting in all invoices being processed on day of receipt. Identified annual cost saving of £250k within the Process to Pay operation. - Leading global shoe producer and retailer T/O £1.4bn: Improved cost base of global business by £80m through the creation of a customer-focused global operating model, realising reduction in sourcing and head count costs. Created platform for future growth (4.5% in 2013) across multiple geographies and channels. - Leading UK retailer T/O £25.6bn: Facilitated the creation of a £100m cost efficiency programme, focusing on customer-led cross-functional areas for operational improvement. - Chosen to lead the post-deal integration of a pure-play strategy consulting firm, Monitor Group, into the Deloitte EMEA member firms. From July 2010 to March 2014 (3 years 9 months) London, United KingdomSenior Operations Development Manager @ Selected to recover and lead a major operating model restructuring relating to supply chain and commercial optimisation. Budget ownership of £9.1m with leadership of UK and India business and technical resources. Notable achievements include: - Delivered £25m in LFL sales from the development of customer-centric store specific ranging capabilities across 1700 UK and RoI stores, enabled through the deployment of various Oracle and space management applications. - Optimised supply chain replenishment operations to deliver £1.5m per annum savings in store overheads through improvements in stock record accuracy and forecast quantities. - Initiated the application of lean six sigma to end-to-end supply chain and commercial operations, resulting in a 5-10% improvement in range execution in stores, enhancing the customer experience. From July 2007 to June 2010 (3 years) LondonOperations Development Manager @ Repeatedly selected to recover and/or lead operations improvement initiatives, resulting in savings of over £22m in 2 years. - Led the pre-deal operational due diligence and post-acquisition integration of a £120m turnover maintenance contractor into the Tesco portfolio, implementing a new operating model to realise savings of £22m (18%) with corresponding performance improvements. - Gained Board agreement to the strategy for updating the trading estate, delivering benefits of 2% LFL sales growth through improving the customer offer. - Delivered £2.0m/annum retail payroll savings through outsourcing, and replenishment or service intiatives. From December 2005 to June 2007 (1 year 7 months) London, United KingdomHead of Space Analysis and Planning @ Appointed to lead the delivery of space analysis for 1500 Tesco stores to ensure the optimum balance between product choice and replenishment, to provide the industry leading customer proposition. - Provided analytical recommendations for the planning of over 2 million square feet of retail space, ensuring an optimum balance between range offer, availability and sales. - Key member of the project team who developed the initial ‘dark stores’ for grocery home shopping, optimising productivity through the location of product groups and range selection. From November 2004 to November 2005 (1 year 1 month) London, United KingdomHead of Range and Display, Food @ Led all aspects of food ranging and merchandising in UK stores. - Improved availability by 2-3% through the analysis of sales volumes and introduction of new techniques for merchandising optimisation. - Drove improvements in the range offer through the analysis of customer Clubcard data, resulting in product decisions becoming performance driven and customer focused. From August 2002 to October 2004 (2 years 3 months) London, United KingdomStore Operations Improvement Manager @ Selected to lead the development of a replenishment optimisation solution. - Designed the new operating model for in-store merchandising and replenishment, and implemented this new model into 250 Extras and superstores. From April 2001 to July 2002 (1 year 4 months) Leeds, United KingdomStore Manager @ Completed the graduate leadership programme. - Held a number of senior store management positions in a store with £50m/annum turnover, 500+ employees, 22,000 customer visits per week. - Store manager delivering an 8% LFL sales increase through the introduction of new ranges, promotions, and an improvement in store operations and service. From September 1997 to March 2001 (3 years 7 months) Sheffield, United Kingdom

MBA @ University of Hertfordshire From 2003 to 2006 BSc (Hons) 2.1, Pharmacology & Physiology @ The University of Sheffield From 1993 to 1997 Pudsey Grangefield From 1986 to 1993 Neil Ferguson is skilled in: Business Transformation, Process Improvement, Leadership, Change Management, Retail, Multi-channel Retail, Stakeholder Management, Business Process..., Operating Models, Project Delivery, Program Management, Organizational Design, Management Consulting, Business Process, Business Analysis, Team Leadership, PMO, Project Management, Supply Chain, Project Planning, Outsourcing, Strategy, Six Sigma, Cross-functional Team..., Integration, Operations Management, Procurement, PMP, Human Resources, Management, Supply Chain Management, Business Planning, Mergers & Acquisitions, Analysis, Performance Management