1. Andrew Corr
1
PROFILE
Since 2007 Andy has been a high performing Delivery Sector Manager and a key member of
the Royal Mail Regional Delivery Team. He has been specifically involved in the improvement,
implementation and deployment of major change across low performing teams and many
geographical regions.
“Andy consistently demonstrates a ‘can-do’ mentality by using a focussed, methodical
and results orientated approach.”
He is a people-centric manager with a passion and expertise for performance management, he
consistently demonstrates a proven ability to lead, inspire and manage teams in the areas of
business change and operational Improvement across business critical projects.
MAJOR STRENGTHS
 A results driven professional, with excellent analytical and problem solving skills
 An instinctive ability to simplify systems and operations; in order to increase productivity
quality and efficiency
 Putting simple, useable and scalable structure, governance, methodology and systems
in place to solve complex business situations.
 Performance Management of both teams and systems
 Interpersonally strong and highly resilient under pressure
 Extensive experience of working with Unions and ACAS
 An experienced trouble-shooter, who is not fazed by being dropped in to deal with very
difficult people, process or complex management related situations
 Developing managers around performance management and business improvement
CAREER HISTORY
2015 - DeliverySector Manager (DSM)Southampton, Bournemouth and Isle of Wight.
Andy’s role is principally in deploying the strategy which is ‘the complete modernisation of the
delivery function for Royal Mail’
 Overall Responsibility for a £32M budget, 1100 employees through managing a team of
40x manager including 17x Delivery Office Managers (DOM’s) across three different
postcode areas.
 Working with three different union representatives in order to successfully negotiate the
changes required across the whole sector
 Coaching and developing the DOM’s and guiding them in terms of their KPI’s, in order
that they subsequently performance manage their teams/reports
 Ensuring that the Delivery Sector is turned around from a poor performing region into a
highly effective business operation

2. Andrew Corr
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2014 – 2015 DSM Hereford and Worcester
 Overall responsibility for a £28M budget, 1100x employees and 30x Managers
 Successfully deployed an integrated revision in WRMPU jointly with the Communication
Workers Union (CWU)
 This was a highly sensitive unit which had a poor history after major change
 This was a broken sector which improved in all scorecard measures
2012 – 2014 DSM Wolverhampton/Dudley
 Overall responsibility for a £26m Budget, 1100 employees and 32 Managers,
o Successfully deployed an integrated revision in WVMPU jointly with the
Communication Workers Union (CWU)
o This was a highly sensitive unit which had a poor history after major change
o This was a broken sector which improved in all scorecard measures
o Successfully deployed 11 full delivery method revisions jointly with the CWUand
removed over 1000 hours whilst delivering all key scorecard measures
2010 – 2012 DSM Liverpool North
 Overall responsibility for a £14Budget, 600 employees and 23 Managers
o Liverpool North MPU is the flagship unit for successful introduction of indoor flow
o Successfully deployed 6 fully developed complete revisions in Liverpool, which has never
been replicated since.
o Successfully reduced 2500 hours per week with successful transformation and managerial
process improvement
o Deployed a Collection Best Practice revision in Liverpool North MPU
o Reduced loss time through accidents by 27%
o Developed Junior Managers through group training, individual coaching and new project
implementation
o Coached and developed the management team into the highest performing sector within the
West UK Geography
o Developed Structured S.I. meetings with both CWU and CMA reps on a weekly basis
o Set up the Bootle Hub operation as part of the Mail Centre closure programme.
2009 – 2010 DSM Stockport
 Responsible for a £19m budget, 960 employees and 27 Managers
2008 – 2009 Cluster Manager Stockport Deliveryand (acting) DSM
 Responsible for £9.6m budget, 490 employees and 19 managers
2007 – 2008 Cluster Manager- (Outer) Manchester

3. Andrew Corr
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 Responsible for £9.2m budget, 450 employees and 11 managers
o Developed, engaged and executed numerous programmes of change at Sector
Level to deliver productivity and profitability across the AMT scorecard
o Created new resourcing plan for all units that included ring-fenced duties for part-
time staff
o Led the coordinated activities between Mail Centre and Delivery, which included the
implementation of a collection hub in Hyde D.O.
o Reduced annual operating costs by £52k against budget by designing and
deployment of efficiency tools and techniques
o Initiated Strategic Involvement in all units and developed people involvement through
communications plans, which ultimately restored the management leadership profile
In Manchester and Stockport
o Led the Quality group to deliver best customer quality for a number of years
2006 – 2007 DeliveryOffice Manager – Rochdale
 Responsible for £6m budget, 219 employees and managers
2003 – 2006 DeliveryOffice Manager / DeliveryManager– Oldham
 Responsible for £6m budget, 225 employees and 5 managers
o Headed the recovery of a unit that regularly appeared on national indicator slides for
all the wrong reasons across all scorecard measures
o Transformed it to become one of the best performing units in the territory with a
£120k under spend of budget in 05/06
CAREER ASPIRATIONS
To fully utilise his knowledge, skill and expertise, at a senior level, within any large distribution,
delivery, multiple transportation, or consignment orientated organisation. Where business
change is needed to improve: the performance of people, the performance of operational
systems, the reduction of operational costs, as well as the improvement in the quality of the
overall customer service.
INTERESTS
Committee member at Broughton Anglers which is the largest inner city angling club in
Manchester:
 Over six hundred members across eight waterways, some of which are owned by the club
 Chairman of the water management committee, ensuring that the club waters are managed
in a safe and ecological manner
 Run all the fishing matches for the senior section and
CONTACT DETAILS

4. Andrew Corr
4
Address: 37 Landsberg Road, Failsworth, Manchester, M35 9LR
Tel. No: 07918 692144
Email: Andrew.corr@royalmail.com