1. Malcolm Keith Woodward
Dip.DM, FinstSMM

2. Main Employment History




McDougall’s Catering Foods
Ltd.
Whitbread Beer Company.
Goodyear GB Ltd.
Royal Mail.

3. Royal Mail
January 1998 – April 2005
Sales Manager
Responsible for the development of a sales strategy and business plan to support a revenue target of £305m. Operating in the
Business to Business sales environment across government, retail and distance selling sectors. Leading and developing a team
of 8 ‘Account Managers’ through regular 121 sessions targeted at performance improvement and personal development,
enhanced by sales training both in the field and class room based. Having an effective plan to achieve revenue targets enabled
the team to be the only one nationally to achieve revenue target of £192m for 2000/01. A strong knowledge of the market and
competition enabled the team to exceed target by a further 17% over the next two years.
I took on responsibility for all sales activity, both office and field based, in Essex during 2004/5 along with a revenue target of
£215m. Exceeded 2005/06 targets by 8% and 2006/07 by 12%. In 2008/09 through reorganisation boundary changes were
made and I had responsibility for 9 Account Managers operating within the Home Counties and a revenue target of £294m. I was
also seconded to the sales and marketing graduate recruitment team with responsibility for the company sales and marketing
graduate interviewing team.
Achievements





Achieved revenue growth of 11% in the last year on a target of £244m
Increased revenue by 25% over three years
Won Best Team performance and a trip to Iceland 2004/05
Member of team won ‘Best Sales Person’ in the Eastern Territory 2003/04
One member of the team won ‘Top UK Sales Person’ 2004/05
Personal Achievements.



I won Sales Person of the year for the Eastern division in 1999
Gained promotion to Sales Manager
Won Sales excellence award and a trip to Dublin

4. Recent Years
April 2005– January 2011
Project Manager.





As a Project Manager I am Responsible for, defining the project scope and building the project rules.
Using my management skills to make sure that people follow the standard processes and procedures, at the same
time concentrating on team building, motivation and personnel development of myself and team members.
Proactively managing scope to ensure that only what was agreed is delivered, unless change approvals are given by
the board.
I Proactively discuss project information with all stakeholders, defining and collecting metrics to give a sense for how
the project is progressing and checking that the deliverables produced are acceptable. Always ensuring that the
project solution is of acceptable quality.
Identifying, tracking, and resolving project issues while also identifying, managing and mitigating project risk. While
Managing the overall schedule to ensure work is assigned and completed on time and within budget.

5. Pricing in Proportion
Project Manager
As owner of the delivery and deployment of Pricing in Proportion to over 6,500 Royal Mail staff and over 43,000 business
customers I led a virtual team of 12 strand managers who in turn managed over 36 people in cross functional virtual teams.
Responsible for the design and management of the plan which included, training, communications to external and internal
customers, liaising with the regulators department along with Royal Mail product owners and engineers. The management of
cross functional risks ensuring that all areas of potential customer conflict were recorded and managed, including liaison with
our European sales agents managing Royal Mails 150 European customers .
The Result
Over
6,000 internal staff trained in product specification and reasons for change nationally.
Customer stakeholder groups engaged with a majority buy in to the reasons for change.
Launch delivered on time.
Post launch surveys within operations showed a 94% customer compliance.
Achievements
From
a survey after the deployment of all peoples who were either on my virtual team or had contact with me during the
project 97% were either satisfied or very satisfied with my performance during that period.
Successfully communicated to 43,000 business customers of whom when asked 96% said they were
aware
of Pricing in proportion and the impact it would have on their business.
Mark Thomson, (MD Sales & Customer service) said, “This has been a herculean and immensely
important
task and I am hugely grateful to you and the gang”
Alan Tyler, (Business Development Director) said. “You have driven the program very well
which is
much in evidence at the PIP board”.

6. Sales/Customer Services
Redesign
Project Manager
Strand 1, Lead the sales force redesign. The aim to restructure the sales force to take account of customer groups,
down stream access and introduce an element of agency contribution.
Strand 2, lead the alignment of the Customer service area to deliver support comparable to the commitment given to
customer groups by the sales function.
The result.
Introduction
of flexible account teams dedicated to the largest customers and led by an Account Director. These
would be flexed to take account of downstream access migration.
Large customers over £5M to maintain a dedicated Account Handler this account handler to manage 6 – 10
accounts.
Agency teams would manage the day to day running of telesales accounts.
New business teams were created in both telesales and field sales dedicated to converting and growing new
business.
 Customer services introduced a three tier level of support for accounts defined by value and sales proposition.
Achievements
Agency
support introduced within Royal Mail for the first time
Flexible sales teams were introduced for the first time
Defined New business team were introduced
Permanent posts were reduced by 80 delivering a saving of £4.7M

7. People Systems Program
Implementation Manager.
Owning the relationship with our stakeholders and external software consultants and tasked to deliver the implementation of a
new Human Resource IT solution supported by a SAP backbone to the commercial arm of Royal Mail. Being the owner the
project plan and a budget of £2m, managing milestones, monitoring performance, agreeing internal communications,
specifying and agreeing training packages and organising pilot testing. Managing and agreeing KPI’s for a virtual team of 20
change agents, along with a supported learning team of 45 Super Users, located across 7 business units within Royal Mail.
Organising User Acceptance testing, measuring training packages against product specification and delivering quality
outcomes, together delivered the following.
The Result
User
acceptance flushed out some program issues that were rectified
Super Users and Change Agents took part in UAT and product trailing
Training was trailed and elements were found to be repetitive these were rectified
Achievements
Unit
readiness sign off achieved on target, project delivered to time and on Budget.
used as benchmark for further deployment to the operational area of
Royal Mail.
When asked if project was managed effectively during 360 Feedback, a score
of 96% was achieved from internal and external colleagues.
PIR

8. Customer Insight Partnership
Program Lead.
By engaged with senior members of the Royal Mail customer insight team I sold in the vision gained their ownership and
presented a business case to the holdings board that delivered a £200K funding agreement. I structured the project to
reflect the unit work load and staffing levels.
The Results
•
Royal mail now has a customer portal dedicated to both large and SME customers
•
Customers now have an access rout to comment on Royal Mail future strategy that has the backing and support of the CEO
•
The Royal Mail Insight team now have feedback from and a resource of over 6,000 customers to engage and canvass on
issues relating to product development and service specification.
Achievements
•
Over 6,000 customers have signed up as SME insight partners with a dedicated website and monthly newsletter.
•
Over 300 customers have signed up to the Expert panel with their own dedicated website and forum page monthly
newsletter and regular face to face collaborative meetings.

9. Area Customer Events programme
Program Manager.
Managing a budget of £75k and tasked with delivering a national program of 35 events in 29 different locations involving over 2000
customers. Responsible for a cross functional virtual team of- 4 managers from Marketing, Sales, Ops & Communications, engaging with
director level stakeholders across the both commercial and operational areas of Royal Mail to reach plan agreement.
The Results
•Over 3500 Customers attended the events and were introduced to the COE during questions and answer sessions.
•95% of attendees asked to be re engaged at future events.
•A structured calendar of events is in place for 2011 with support and budget ring fenced.
Achievements
•Of the 550 customers who submitted feedback over 90% said they would attend again with over
signing up for the ‘Customer Insight Partnership’ program.
•Savings against budget was £25K this was achieved by using internal speakers
and internal venues where appropriate.
300

10. Sales Force Harmonisation
Sales Force Harmonisation project, lead
The remit to reduce the number of grades and job titles and restructure the bonus system within Royal Mail Sales and
Customer Services departments with as little change to pay levels as possible. After establishing the current state, groups
with a common activity were defied. These groups were then assessed for salary band and status before re banding.
The Result
•The long job titles were done away with and simple easily definable titles replaced them.
•The number of grades fell significantly.
•Union representatives, as stakeholders, were engaged at all times which helped to overcome any issues relating to
down grading or un official promotion.
Achievements
•Bonus level linked to salary for the first time
•Reduced number of job titles for 1,400 to 175
•No increase in payroll budget

11. Goodyear GB Ltd
January 1995 – December 1997
Key Account Manager.
Responsible for calling on Major fleet and large dealer groups within in the south of the country. Negotiating supply contracts with
‘Dealer Partners’ based on stock commitment and branding support. A big part of the job was giving presentations to
motoring organisations, such as the school of advanced motorists, on the development of the tyre and tyre safety.
Achievements.



Tendered and won the Tyre Contract for all new tyres for the Emergency Services worth £13M Worked collaboratively with
the customer to develop a run flat tyre. This was the unique selling point of the tender submission.
Successfully negotiated over 30 dealer contracts with 14 dealer chains with a value of over £1M
Grew revenue by over £4M in two years and grew stock placement by 22%
Personal Achievements.
Came second in the dealer partner sign up competition, won £2,000 of Marks and Spencer vouchers
Reason for leaving.
Left to take up a career move with Royal Mail.

12. Whitbread Beer Company
January 1995 – January 1995
New Business Team Leader
Managing a team of 6 New Business Account Managers devoted to opening new accounts and increasing presence of the
company in Essex and London. Operating within the Free Trade Sector of the market calling on Pubs, Social Clubs, Golf Clubs etc.
We opened the largest free trade social club in East London. The Dagenham British Legion taking the sole supplier status from
Watneys along with the bottled beer and sprit tie from Green King. We increased the number of new accounts by 94 over a two
Years adding over 5,000 barrels and over £260K in turnover.
Achievements
Won Bottled beer promotion in 1994
Won largest Account gain in 1994 and a weekend away for the team

13. McDougall’s Catering Foods.
August 1987 – January 1993
Head of wholesale South East.
Starting as an ‘Account Manager’, progressing to ‘Key Account Manager’ before becoming ‘Head of Wholesale South East’.
Managing three teams of transfer order sales people concentrating on cross sell and up sell opportunities within London
and the South East. This was a test role that eventually led to the replacement of the McDougall’s direct sales force to be
replaced by this model. We achieved revenue increases of 12% year on year and gained wholesaler commitment to
McDougall’s brand.
Achievements.



As an Account Manager between August 1967 and April 1991 I increase area revenue by £150K or 30% over the two years.
As a Key Account Manager I won the schools contract for dried goods in Hertfordshire worth £150K for the first time.
As head of Wholesale I managed an area that increased the number of account stockists by 3 and revenue by £800K in
Two years.
Personal Achievements.





Top Sales person 1988 won a trip to Florida.
Gained promotion to Key Account Manager
Gained promotion to Head of Wholesale South
Top Team leader award 1991 Won a trip to Jamaica.
Wholesale Manage of the year 1992, won a trip to Iceland.
Reason for leaving.

Career progression opportunity with Goodyear GB Ltd.

14. Education & Professional
Qualifications and Memberships
Tile Hill Collage of Further Education 1987
‘O’ Level
English Language
English Literature
Welfare & Social Administration
‘B’
‘B’
‘A*’
Royal Mail





Prince2 Registered Practitioner
Prince2 Foundation
Certificate in Direct Marketing.
Post Graduate Diploma in Direct Marketing.
Edexcel. Certificate in Assessing and Interviewing
Professional Memberships



Institute of Direct Marketing
Fellow of the Institute of Sales & Marketing Management
Secretary of It’s Only a Dent Ltd
Social Activity

Hon Treasurer. Clacton Musical Theatre Society