'Throughout my career at Gist I have worked in a huge variety of roles from a night-shift warehouse team manager to a projects manager within HR.'
We sat down with Jen McGuire, Gist’s Human Resources Project Manager based in Chineham about her vast career with Gist.
Graduate Scheme: Operations Management Scheme
Job Title: HR Project Manager
Previous Placements: Bellshill, Thatcham, France
Home: Glossop
University: Strathclyde University
Course: International Business and Foreign Languages
'The graduate scheme at Gist appealed to me in many ways but mostly because of the quick progression that it offered, as well as the vast array of different opportunities available. It’s an industry that I hadn’t considered working in, however, as soon as I stepped into the warehouse operation, I felt that it was right for me. I enjoyed the buzz of working in a busy and fast-paced environment. Throughout my career I have worked in a huge variety of different roles, from a night-shift warehouse team manager to a project manager working in France. Currently, I have the overall responsibility for the transport function at our Barnsley site, and look after a team of 142.
Throughout my career at Gist I have worked in a huge variety of roles from a night-shift warehouse team manager to a projects manager within HR. Within 5 years of being with Gist, I had been promoted to the role of Logistics Manager and was responsible for managing the transport function in our largest-volume M&S site, Barnsley. I led a team of 7 team managers, 5 planners and 130 drivers towards delivering and achieving our customer’s key performance indicators as well as our financial targets. As the O-License holder for the North East region I also oversaw the legal compliance of the operation and ensured that the fleet of 90 units and 99 trailers, as well as the drivers, were operating legally and safely. Currently I am working within the HR team on a business strategy for the recruitment of drivers and warehouse operatives. This role is very different to my previous role in Barnsley however I am able to draw on my first-hand experience of the operational challenges that the business faces in order to influence the strategic decisions. I am due to present this strategy to the board which is a fantastic opportunity for me to showcase my work right at the top level of the business!'
Career Map
1. Team Manager – Bellshill (Level 1 Graduate)
Sep 2011 - May 2012 – 9 months
2. Shift Manager – Thatcham (Level 2 Graduate)
May 2012 – Apr 2013 – 1 year
3. Change Team Manager – France ‘Speed Boat Project’ (Level 3 Graduate)
Apr 2013 – Oct 2014 – 18 months
4. Customer Service and Commercial Manager – Bedworth (first role off of Grad scheme)
Oct 2014 – Apr 2016 – 18 months
5. Logistics Manager – Barnsley
Apr 2016 – Apr 2018 – 2 years
6. Human Resources, Project Manager – Chineham
May 2018 - Now
Bellshill
- Oversaw the start-up warehouse and transport operations at Bellshill depot for a major UK retailer
- Responsible for a team of 10 warehouse operatives and 8 drivers on the Starbucks account
- Responsible for successfully implementing the start-up operation at Bellshill
Thatcham
- Responsible for a team of 40 warehouse operatives and 30 agency employees on the night shift operation
- Briefed the warehouse and driver teams on daily operational requirements
Change Team
Working for Gist’s parent company, The Linde Group, as part of project “Deliver”, using my expertise in logistics to drive efficiencies within the bulk gases transport operation and also to identify and implement opportunities in four key areas of safety, savings, service and skills.
Responsibilities and achievements:
- Identified key areas for cost-savings in driver de-brief, fleet reduction and fuel and hours management
- Produced project plans in conjunction with the French team and assigned owners to assist in the change-management programme
- Conducted extensive excel analysis and modelling and presented the cost-saving findings to the Linde team
- Built effective relationships with the key stakeholders in Linde and influenced these teams in order to achieve the cost-savings targets
- Weekly management of project against detailed action plan and challenged where appropriate
- Weekly management of project KPIs
- Monitored actual expenditure figures against projected budgets
Customer Service and Commercial Manager
Working in a fast-paced and dynamic environment for a third party logistics provider for a major UK retailer. Managing a large customer portfolio and having responsibility for delivering against key financial targets.
Responsibilities and achievements:
- Oversaw the customer service team (3 people in the Bedworth team but I also linked to the service desk in Chineham) to ensure that 520 stores across the UK received exceptional logistics standards for their frozen food deliveries
- Worked closely with major retailer to ensure store service standards were met consistently
- Represented the frozen account in bi-monthly reviews with major retailer to discuss KPI, customer service and operational performance
- P&L management of the commercial aspect of the frozen business – responsible for managing the stock and relationships of circa 75 suppliers
- Grew the revenue of the frozen account through identifying and pitching for new business opportunities whilst quickly understanding the needs of the client in order to enhance commercial performance
- Conducted rate negotiations and business reviews with existing customers
- Managed the performance of the third-party warehouse provider through monthly service and cost evaluations (XPO Logistics)
Logistics Manager
Reporting to the RDC’s General Manager I have full departmental and budgetary responsibility for the transport operation out of Barnsley RDC servicing a total of 135 stores across the North East of England, within a heavily unionised environment.
Responsibilities and achievements:
- Leading and motivating a transport team of 7 shift managers, 5 planners and 130 drivers in both daily operational decisions and long-term strategic goals
- Maintaining and enhancing performance levels through the transport team managers to maximise the efficiency and quality of the transport operation in line with key account KPI’s
- Driving the delivery of year-on-year financial efficiencies from an operating budget of c. £10m and ensuring the continuous improvement of the transport operation
- As the O-License holder for the North East region I oversee the legal compliance of the operation and ensure the fleet of 90 units and 99 trailers, as well as the drivers, are operating legally and safely
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