CV - Peter Gardner
- 1. CURRICULUM VITAE OF PETER GARDNER TORMAUKIN, MADDISTON ROAD, RUMFORD, FALKIRK, FK2 0SB 077799 267612 ▪ tormaukin@blueyonder.co.uk PERSONAL PROFILE Having “been round the block a few times” I have a wide range of retail, management, people, and life skills and experiences, which enable me to cope with and maximise most day-to-day working situations and challenges. I am results driven, and motivated by challenges, success, and recognition. I have my father’s “old-fashioned” work ethic – “If a job’s worth doing, it’s worth doing properly!” I take great pride in “a good job well done”. I have had no time off (ill) in over 17 years at Gretna Gateway. Some might call me a ‘workaholic’, but I can’t be, as I sleep 6 hours or more most nights! I am a “champion” of customer service and satisfaction, and happy to lead by example in this key area. My wife and daughters say I am “borderline OCD”! – but I see that as attention to detail and high presentation standards, and a positive rather than negative trait! I can lead and develop a team, and also be an integral part of one (3 of us at Gretna have 49 years combined service and the other 2 were in the running to replace me!). I can be depended on to get things done, within predetermined guidelines or on my own initiative. I can relate to and work with a wide range of people and job roles, from cleaners to CEOs, contractors to consultants, shopfloor staff to senior directors. I am a family man, with a good sense of humour, who enjoys (watching) sport, music (still listen to Radio 1 !), socialising, eating out, holidays (and using my foreign language skills), rhinos, standing stones, and being busy and productive! WORDS WHICH COULD BE USED TO DESCRIBE ME INCLUDE: Professional, experienced, commercial, honest, hardworking, meticulous, pragmatic, approachable, personable CAREER HISTORY GENERAL MANAGER, GRETNA GATEWAY OUTLET VILLAGE JUNE 1999 – PRESENT REMIT Identify and maximise opportunities to maintain and enhance GGOV’s position and reputation as one of the country’s most successful outlet centres, and an exciting and successful shopping and tourist destination, combining the customer experience with the tenant and product mix to attract and retain visitors and tenants alike. Work with the on-site team, JLL, Orchard St., and others to formulate and implement operational, marketing, and leasing strategies, aimed at safeguarding the investments and maximising the returns of tenants and investors. Work closely with tenants and their H.O.s to enable them to identify and maximise their own and GGOV’s full business potential, while still operating within all Village guidelines and policies Set and monitor the service charge budget, working closely with suppliers, contractors, and agencies to ensure we stay within budget, and deliver results which meet and surpass the expectations of our tenants and customers. Oversee operational and facilities management aspects of GGOV, including security, cleaning, H&S, maintenance, shopfits and refurbs, expansions, new car parks...... Keep our team, tenants, service-providers, managing agents, landlord, and all stakeholders as informed and involved as possible, to make it a genuine team effort, with shared and mutually beneficial targets and objectives. ACHIEVEMENTS Running the Village “solo” for its first 3 months, including construction completion, recruiting the management team, 20+ tenant openings, and the royal opening ceremony – then being the driving force behind it ever since.
- 2. Building, developing, and retaining a self-sufficient management team, whose roles have grown with the Village. Achieving 5-Star Visit Scotland Tourist Shop accreditation in 2001 and retaining it every year (to 2016) since! Personally overseeing the addition of Phase 2 in 2004, the South Car Park in 2008, Phase 3 in 2015, and the North Car Park in 2016 – all with minimal disruption to normal trade for tenants and customers throughout. Being the “man in the middle” between tenants, contractors, landlord, planners and buidling control on over 150 shopfits and refurbs since 1999. Establishing Gretna Gateway as a key player in the local and regional community and economy, not only by attracting visitors and creating (now over 560) jobs, but by actively participating in local life and activities. 2016 will be Gretna Gateway’s 8th consecutive best-ever year for visitor numbers, sales, rental income, occupancy, and tenant line-up/product mix since the 2008 banking collapse. Putting my retail background to good use when working with the tenants, helping us and them to achieve shared business goals, and contributing significantly to the leasing and asset management of the twice-expanded scheme. Using the weekly “ShopTalk” newsletter (for many years) to keep all stakeholders as informed about and involved with everything that is happening at GGOV, whether they have been there recently or not. INTERNAL CONSULTANT, BROOKES MENSWEAR & BERTIE BROOKES SEPTEMBER 1998 – JUNE 1999 REMIT Carry out a full internal operational “audit” covering all aspects of both businesses, bringing a fresh pair of eyes and different range of experiences into a long-established family concern. Submit recommendations and plans to the owner, aimed at improving overall performance and profitability. ACHIEVEMENTS Introduced a staff training and incentive scheme, which improved staff morale, productivity and retention. Used available (but previously unused) management information to drive significant improvements in buying, pricing, promotional activity, and profitability within a bigger, more robust, and successful combined business. REGIONAL CONTROLLER, FOSTERS MENSWEAR SEPTEMBER 1995 – AUGUST 1998 REMIT Responsibility and accountability for people, sales, and contribution in a (struggling and demotivated) region of up to 38 branches, with a turnover in the region of £20m. Close liaison with H.O. departments on the formulation and implementation of the company’s strategic plans. Managing and driving change, with the transformation of the traditional Fosters culture, environment, and values. ACHIEVEMENTS Used my positive, commercial, and ‘can-do’ attitude to redefine company culture and improve staff morale and motivation - empowerment and accountability then drove corresponding improvements in business performance. These changes paved the way for the introduction of the new trading formats of Fosters Trading Company and Denim Exchange. REGIONAL MANAGER, B.M.E. / JEANSTER (SCOTLAND) MARCH 1994 - JULY 1995 REMIT Was brought in to strengthen the company’s infrastructure prior to a planned phase of expansion. Accountable for sales, profit, people, operations in 11 of 30 branches overall, with £14.5m out of £30m turnover.
- 3. ACHIEVEMENTS Headed up their first and highly successful venture into out-of-town outlet retailing with Levi’s and Fruit of the Loom, as well as helping to develop their standalone franchise dealings with Levi’s. Made subsequent improvements in the morale, development and retention of staff. AREA / REGIONAL MANAGER, OLYMPUS SPORT 1989 – 1994 REMIT Similar brief to above, accountable for up to 23 branches and turnover of £20m+, with particular emphasis on: o People, via recruitment, development, teambuilding, empowerment, accountability, and succession-planning. o Growing sales by continually improving caliber of staff, customer service, product management, operational and presentation standards in every branch. o Rolling out profit-centre management, with full P&L accountability, to the branch network. o Managing change, in the world of sports fashion, and with the acquisition and integration of Astral Sports. o Working closely with H.O. colleagues to formulate and formalise best practice in all areas of the business. ACHIEVEMENTS Voted Branch Manager of the Year in 1988 (from over 200 stores) for taking Edinburgh to no.3 in the company in only its second year of trade, and was subsequently promoted to Area Manager the following year. Introduced succession planning to my region, and developed a number of people into branch, superstore, and field management positions. Consistently delivered growth in top line sales and bottom line contribution, through a sales-driven approach to customer service and product management, and best-in-company audit results and wage-to-sales ratios. As retail representative on the company’s P&L and B&M syndicates, played a key role in rolling out profit-centre management to the branches, and also had ground-breaking successes in regionalising product mix. DEPOT MANAGER, QH STANDARD (private tyre and exhaust centres) DEPOT MANAGER, ATS SCOTLAND (private and commercial tyre and exhaust centres) 1981 – 1985 TECHNICAL SALES REP. (NORTH & WEST AFRICA), PLATT SACO LOWELL (textile machinery manufacturer) 1978 – 1981 EDUCATION 2000 – 2001 ▪ B.C.S.C. DIPLOMA IN SHOPPING CENTRE MANAGEMENT 1973 – 1978 ▪ M.A. HONOURS FRENCH & GERMAN ▪ GLASGOW UNIVERSITY 1967 – 1973 ▪ AIRDRIE ACADEMY ▪ 3 x CSYS, 5 x S.C.E Higher, 8 x S.C.E. “O” Grade passes TRAINING I have attended many and varied courses throughout my career, both in-house and external, covering most aspects of retail and property management, people skills and development - and have significantly added to this with a wealth of real-life experience and achievements along the way! PERSONAL WHEN I’M NOT WORKING I LIKE TO… Spend quality time with my family ▪ watch sport ▪ listen to music (still Radio 1!) and I also like reading, gardening, socialising, eating-out, holidays (and foreign languages), standing stones, rhinos, keeping busy, being productive…. REFERENCES Available on request.