John O’Shea18 Wroxham Road, Ipswich, Ip3 0ph

07736 786544

PERSONAL PROFILE

A highly effective & credible manager, experienced within a variety of key operational roles. Strong interpersonal skills, continually building productive working relationships with individuals of all levels. A self-motivator, able to work independently or as part of a

team, with the ability to understand complex information/key issues. Able to exercise good judgement, offering sound practical advice & support.

CAREER SUMMARY

Norwich Plant Manager January 2011 - Present

Key Responsibilities

Responsible for effective day-to-day running of the Plant and a operational budget of £8.1 million

Providing leadership and guidance to a team of 19 Managers, 394 frontline employees & 9 Engineers.

Through engagement with managers & frontline employees, responsible for embedding WCM into the Plant at all levels of the operation.• Ensuring effective operational plans are in place to achieve daily clearances, including effective manpower planning. Ownership of plant building and all legal requirements including Health & Safety,

wellbeing of employees and ISO14001 standards. A thorough understanding of Mails Pipeline, automation optimization & resource

management. Ensuring Quality/Performance targets are achieved through daily meetings covering

Safety, Quality and Cash. . • Experience of planning and implementing initiatives and industrial relations framework. • The ability to inspire, engage and lead by example. • Experience of championing continuous improvement and innovating creative solutions.

• Excellent collaboration and problem solving skills. • Employee Opinion Survey 2014 Engagement Score of 65, Second highest WCM Bronze Plant in the country. Key Achievements

Achieved Bronze plant status of 50 points in February 2012. This was first Plant within the Region to achieve this high standard – Norwich now used as benchmark for other Mail Centres.

Gross hours reduction of 8.9% year on year 2015 Implementation of the most complex transformation programme in the country, The

moving and removing of 10 pieces of machinery. At the same time managing Safety and Quality with zero accidents on the 1st floor for the duration of the transformation..

Achievement of Safety targets, Excelling in 0 Riddors, 0 LTA’s and 1 NAA for 2014/15 Work hour reduction of 8.3 % year on year

Quality achieved on Posted 94.2%, intra 95.9% & delivered 94.2%. Posted was best in the East region.

Access loss = 0.39% Inward Loss = 0.34% Outward loss = 1.00% Fantastic relationship with CWU which has been achieved through honest and upfront

approach.

Late Shift Manager Ipswich EL1 August 2008 – January 2011

Key Responsibilities

Responsible for a budget of £982k. Achievement of posted quality target of 93%. Achieve business plan savings Drive & support the management of sick absence in partnership with Line Managers. Deliver new Business Initiatives & facilitates access to other sources of centre advice

for Managers.

Key Achievements

Full implementation of Introduction of DSA on to late shift Achievement of Quality posted targets Played a key role in reducing levels of sick absence, resulting with Anglia achieving top

spot in sick absence reduction. Weekly coaching of Work area managers. Deployed a number of key Business Initiatives to tight timescales.

DSM For Essex North SB9 May 2007-August 2008

Key Responsibilities

Responsibility for £4.3 million budget, across 5 offices Protect the CO8 – 18 post codes quality of service. Implement and fully understand IR issues across the offices. Undertake full & thorough investigations into performance loss & to produce

professional, clear & concise reports. Ability to communicate effectively with individuals at all levels & to identify learning

points and coach managers. Adherence to the Essex every letter every day policy.

Key Achievements

Built a reputation as a highly experienced/skilled DSM within region, Delivered the Reduction of night closing offices within my area. Built strong relationships based on professional approach to dismissal decisions,

despite some decisions being “unpopular”. Helped other DSM’s with night closures in their areas, even offering to support for 3

months in CMPDO. Built strong relationships with the Mail centre team, to the point of doing my own role

and the latter part of the night shift for 3 months helping achieve clearances.

Brentwood Delivery Office manager SB9 May 2006 – May 07

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Responsible for leading a large unit with bad Industrial relations issues. Consisting of 6 managers and 102 people. Ensuring clearances daily were put in and maintained and standards were in place.Responsible for the turning around of a trouble office and building good relationships with the staff and the CWU.

Chelmsford Delivery Office manager EL1 September 2004– May 2006

Responsible for the turning around of a very poor performing delivery unit, achieving business plan savings and quality of service. Responsible for 8 manager and 193 delivery OPG’s

Ilford Delivery Office manager EL1 February 2002-September 2004

Successfully turned a failing hostile office into one of great productivity and better IR relations.Achieved budget and quality for both years of being there,Challenged consistently unacceptable behaviours across the office from managers to opgs.

Romford night shift manager EL2 May 2000- February 2002

Responsible for a budget of £800k and making sure the office cleared regularly.

PRDC 1996-2000

Successfully embedded change and the transition of OPG’s from the stations to Willesdon. Consolidating costs and quality.Showed huge resilience in what was a hostile office scared of change.Progressed within from a ML5 to the ML3 overview manager responsible of the whole night shift.

Married to Annette and have one Daughter Kirstyn who is 17.

Interests: Football, Walking, Films and listening to music.

Qualifications:

6 O’levelsManagement Acceleration programme, Oxford University 2014.Class 1 HGVDismissal Trained.

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