11 years of interim management roles supporting many different retail & FMCG supplier businesses through periods of significant change in a wide range of markets and channels. Both in the UK and internationally. A manager / director with a corporate career working in senior marketing, category management, buying, space management and retail operations roles for UK retailers Tesco, John Lewis & Waitrose. Initial training in supplier side FMCG brand marketing with Reckitt & Colman plc, now Reckitt Benckiser (Colman's of Norwich & Reckitt Household brands managed included Robinsons Soft Drinks, Colman's condiments, Jif Lemon, Mr Sheen, Brasso etc.). Expertise within bricks and mortar and e-commerce retail, wholesale and catalogue businesses includes:  Change Leadership Category management, brand strategy & both NPD and reinvigorating established brands Process review and embedding IT solutions to support business improvement  Space optimisation (macro & micro)  Supplier strategy and negotiation  Business transformation and planning  Developing teams and skills transfer Contact details: Email: sgornall@sgornall.com; Mobile: +44 (0) 7919 418 705; Skype: simongornall1

Interim Manager @ From October 2015 to Present (2 months) Accredited Consultancy Partner @ INNOVO is a FREE Global Commercial Network for companies of all sizes, pooling the buying power of our members, while improving their sales to new customers…a new way to do business which is more profitable for both the Buyer and the Supplier. (www.innovo-network.com) From March 2015 to Present (9 months) Interim Manager pro|Category Management|Buying|NPD|Change Leadership|Retail|FMCG @ From May 2004 to Present (11 years 7 months) Interim Change Leadership @ Worked within CMG's team for its major Australian retailer client, Woolworths. Acted as Lead for the most significant Food and Formulated Non-Food parts of the business. Helped define, develop and embed Micros IT system support for a new Own Brand NPD process. Success will result in a world class solution. From May 2014 to September 2014 (5 months) Sydney Area, AustraliaHead of Trading (Retail) @ Internet retailer trading as Capital Stores Ltd and Big Red Toolbox Ltd and through international e-commerce marketplaces (Amazon & eBay). From July 2013 to January 2014 (7 months) Mentor (FMCG supplier) @ UK subsidiary of Australian owned business. Mentored then UK country manager, son of the owner and now global CEO, to deliver strategic clarity and investment focus to the premium soft drinks manufacturer, including new product development and existing product re-engineering. Success in the UK resulted in similar work being undertaken at the Melbourne head office as well as continuing to work with the new UK General Manager. On hand to support with ad hoc advice. From 2008 to July 2013 (5 years) Interim Manager (Retail) @ Reviewed supply chain arrangements and recommended changes necessary to manage a very significant increase in customer demand. From March 2012 to April 2012 (2 months) Interim Transformation Manager (Retail) @ Led the development in Gibraltar of a new business model for the business that delivers the retail and leisure services needed by British military personnel working overseas (including on Royal Navy warships) and their dependents. Ensured that a new EPOS system delivered what was asked for. Once proven, the model was rolled-out globally (Falklands, Ascension Island, Brunei, Afghanistan etc.). From November 2010 to February 2012 (1 year 4 months) Interim Manager (Wholesaler) @ Brief to support sales growth whilst sharing assignments with NAAFI. Produced a new blue print for the non-food floor layout that was introduced into a test store in June 2011. Planned a further 4 stores' non-food refits. 2 were implemented by the time I left. The results at one were considered striking. The results from the second, where fewer changes were made, suggested that going with the new blue print had advantages. Also re-defined the food assortment hierarchy and left the business with the thinking in place for a major relay of its food categories. From February 2011 to June 2011 (5 months) Manchester, United KingdomInterim Manager (Wholesaler) @ Own brand strategy definition. New product development process mapping and communication to achieve faster, cheaper launches. Conducted visual merchandising trials that significantly enhanced own brand performance. From December 2009 to March 2010 (4 months) Interim Commercial Director (Retail) @ Private equity backed home shopping women's fashion business trading as Artigiano and Spirito di Artigiano. Delivered a 3 year Plan that met major High Street bank investor needs & secured the required investment in 2009. From 2009 to 2009 (less than a year) Interim Manager (Retail) @ £155m sales private equity backed Channel Islands food retailer trading as Le Riche, Safeway and Checkers. Developed a ranging process that immediately increased the pilot category’s profit by 31%. Nurtured a partnership with Waitrose on behalf of the ex-Somerfield management team. Waitrose then supplied premium product to the retailer and later bought the supermarkets. From 2008 to 2008 (less than a year) Interim Manager (Retail) @ 3 roles completed for the 900+ store local pharmacy business during its integration with Boots The Chemist. Produced a new ranging process to formalise the allocation to stores of non-core lines accounting for 20% of retail turnover. Managed the initial stages of a project to clear £multi-million residual stock at minimum cost to the business. As Category General Manager, Lifestyle, headed a department responsible for £30m sales. A major review of the photo processing business was expected to turn a £80k loss into a £400k profit in 1 year. From 2006 to 2007 (1 year) Interim Manager (Retail) @ Reported by the Group Director responsible for merging the Littlewoods, Shop Direct and Index mail order businesses (£2bn+ sales) bought by the Barclay brothers. Senior role in a team of negotiators and finance managers to harmonise buying terms. Achieved £xxm future benefits by focusing on the top suppliers and closed terms deals that had previously been open to dispute. Developed a model for future negotiations and transferred skills. From 2005 to 2005 (less than a year) Interim Manager (Retail) @ Led team of 5 traders responsible for £150m sales whilst a business restructure took place. Sourced a new range of lunch time food products and produced a model for future management of the photo processing business that addressed the significant market impact of the move to digital photography. From 2004 to 2005 (1 year) Interim Manager (FMCG supplier) @ Supported the Board define strategy and introduced changes necessary to maximise the exit value of the business which was bought by PepsiCo in 2005. Included recruiting a new marketing team following a relocation; new product development; improving current products (whilst also increasing margins) and supporting sales presentations to the major supermarkets. Achieved substantially increased supermarket distribution and retained listings that had previously been under threat. From 2004 to 2004 (less than a year) CEO (Financial Services) @ Start-up business intent on providing a payment tool to support on-line micro payments. Project aborted when 2 of the 3 investors changed their investment priorities. From 2003 to 2004 (1 year) Head of Merchandising (Retail) @ Supermarket arm of the John Lewis Partnership with 136 shops, 27,000 employees and £2.3bn sales (2002). Responsible for linking buying and selling directorates and delivering clear presentation of the product offer in-store. Included managing new store openings. Also promoting selling efficiency, optimising space allocation and assortment ranging. Launched a space management project that was expected to increase profits by 5% after roll-out in 2003. Led a core team of 40 (at times 200+) with a wide range of functional responsibilities and skills. Launched a new format Waitrose supermarket in Cambridge, the 'Mark III'; opened the 3 floor branch at Canary Wharf and a 450 sg ft showcase store at British Airways' head office. From July 1997 to October 2002 (5 years 4 months) Head of Buying (Retail) @ Responsible for product selection, development, pricing, promotion, supplier strategy and delivery of sales, margin and profit targets. Grew market share and improved margins by 3.5%. Enabled new own brand lines to be introduced within 6 rather than 18 months as a result of a fundamental redesign of supply chain processes. From January 1994 to July 1997 (3 years 7 months) Department Store General Manager (Retail) @ Recruited by the Chairman of JLP, Sir Stuart Hampson, to add expertise to the senior management team. 12 months retail operations training included 6 months management of the flagship John Lewis, Oxford Street’s ground floor during a period of major refurbishment (£100m project). Then appointed General Manager of the 500+ employee JLP Cambridge department store with £60m sales. Significantly reduced lead times with its local, remote distribution centre as a result of a review of the supply chain. From May 1991 to January 1994 (2 years 9 months) Buying Controller (Retail) @ Recruited by Sir Terry Leahy to rebuild a significant part of the frozen foods business and help take Tesco to market leadership over J Sainsbury. Exceeded the £215m area’s very demanding sales and profit targets by 9% and 5% respectively in 1990/91. Achieved through a complete overhaul of the product range; vigorous negotiations and working with suppliers to iron out inefficiencies; in-depth sales analysis and winning the trust of non-reportees to support risk taking. Launched the UK’s first commercially successful 9” frozen pizza range sourced from Germany. Worked as Mars Confectionery’s partner to launch their ice cream bar range and at one time sold 27% of the UK’s consumption. From March 1987 to May 1991 (4 years 3 months) Brand Management (FMCG supplier) @ Recruited as a Group resource for the UK owned FMCG multi-national manufacturer. Given extensive early training to compensate for joining the business 3 years after leaving university. Food and Household brands managed included the flag ship Robinsons Soft Drinks, Colman’s condiments, Jif Lemon, Mr Sheen and classics like Brasso and Silvo. Extensive new product development experience. Success with delivering sales and margin improvements through finessing the mix and team work with Sales. Worked with some of the best UK advertising agencies (Saatchi & Saatchi, CDP, FCB etc.) and leading market research agencies. From February 1982 to March 1987 (5 years 2 months) Army Officer @ After completing the commissioning course at the Royal Military Academy Sandhurst I led a troop of 8 armoured reconnaissance Scimitar tanks and 25 soldiers with the 15th/19th The King's Royal Hussars (now The Light Dragoons). I was latterly Regimental Signals Officer. From February 1979 to January 1982 (3 years)

Army Officer Commissioning Course, Training to be an officer in the British army @ Royal Military Academy Sandhurst From 1979 to 1980 BA Hons 2.1, International Relations @ University of Sussex From 1975 to 1978 Stowe School From 1970 to 1975 Simon Gornall is skilled in: Strategy, Management, Retail, FMCG, Change Management, Leadership, Negotiation, Business Strategy, New Business Development, Business Planning, Merchandising, Supply Chain, Product Development, Profit, Business Transformation