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Reliable and friendly school leaver with two years of part-time work in a busy supermarket, where I serve up to 300 customers on a Saturday shift and have been trusted to train new starters. I have just finished my A-levels and I am looking for a full-time role in retail or customer service where I can keep learning and work towards a supervisor position.

A-levels: Business (B), English Language (C), Psychology (C).

9 GCSEs at grades 9–4, including English Language (6), Maths (5) and Combined Science (5-5).

• Serve customers on the tills and self-checkout area, handling cash and card payments accurately; my till has balanced at every end-of-shift count.
• Help customers find products and deal with simple complaints and refunds, calling the supervisor when something is outside my authority.
• Restock shelves and check use-by dates against the store's rotation rules, so reduced and waste items are caught before opening.
• Chosen to show four new starters how the tills and stock rotation work during their first shifts.
• Cover extra shifts at Christmas and during exam leave, often at short notice.

• Answered the phone and booked viewings in the office diary, taking clear messages for the negotiators.
• Updated property details on the office's listings spreadsheet and filed paperwork.
• Greeted visitors and made sure they were seen by the right person, keeping the reception area tidy.

• Sorted and priced donations and dressed the front window each month.
• Served customers on the till and explained Gift Aid to donors.
• Helped run two Christmas fundraising stalls that raised £640 for the charity.

Customer service: serving customers, dealing calmly with complaints, cash handling, card payments and refunds.

Teamwork and reliability: two years without a missed shift; trusted to open the tills on my own at weekends.

Communication: explaining things clearly to customers of all ages, taking accurate phone messages, and passing on handovers at the end of a shift.

IT: Microsoft Word, Excel and Outlook; Google Docs; confident using tills and stock handsets.

• Duke of Edinburgh's Award, Bronze (2023): two-day expedition, volunteering and a physical section.
• Play netball for [club] and help coach the under-11s team on Wednesday evenings.
• Food Hygiene Level 2 certificate (2025), completed through work.
• Form representative on the school council in Year 10 and Year 11, collecting and presenting my class's views at monthly meetings.

Available on request. [Optional: name your current manager and the school or college, without contact details.]

Business Management graduate (2:1) with a 12-week marketing internship and three years of part-time hospitality work alongside study. Comfortable turning data into a recommendation: my dissertation and internship project both changed a decision someone made. Looking for a graduate scheme or entry-level role in operations, marketing or business analysis.

Upper Second-Class Honours (2:1).

• Dissertation (72%): why independent cafés in [city] lose customers to chains, using a survey of 140 customers and interviews with six owners.
• Relevant modules: Operations Management (74%), Marketing Analytics (70%), Financial Decision Making (68%), Project Management.

A-levels: Business (A), Geography (B), Mathematics (B). GCSEs: 9 at grades 9–5, including English and Maths.

• Analysed 18 months of email campaign results in Excel and showed that Tuesday sends had a 22% higher open rate; the team moved its newsletter to Tuesdays.
• Wrote and scheduled 40 social media posts for a product launch, reaching 65,000 people across Instagram and LinkedIn.
• Built a competitor tracker covering eight rivals' pricing and promotions, updated weekly for the marketing manager's meeting.
• Presented my project findings to the head of marketing and the summer intern cohort at the end of the placement.
• Supported two customer focus groups: recruited 16 participants, took notes and wrote up the themes for the brand team.

• Promoted to shift lead in my second year; ran the floor for a team of six on weekend evenings serving up to 180 covers.
• Set up a simple Saturday prep checklist that cut average ticket times from 19 to 14 minutes over two months.
• Trained nine new starters on the till, allergen procedures and table service.
• Handled customer complaints on shift and cashed up the tills at close, with no unexplained variances.

• Managed a £6,000 budget and secured £2,500 of sponsorship from two local firms for the society's start-up competition.
• Organised a speaker series of five events, with an average attendance of 70 students.

Led campus tours for prospective students and parents on open days, and answered questions on the university's live chat.

IT: Excel (pivot tables, XLOOKUP, charts), PowerPoint, Canva, Google Analytics 4 (certified 2025), Mailchimp.

Languages: English (native), Spanish (conversational). Full UK driving licence.

Interests: half-marathon running (finished [race] in 1:52); I write a monthly blog reviewing independent coffee shops.

Operations manager with 11 years in warehousing and distribution, the last five running a 220,000 sq ft site with 140 staff across three shifts. Known for improving productivity without adding headcount, bringing safety performance under control and building team leaders who get promoted. Experienced with WMS roll-outs, peak planning, union consultation and budgets of up to £9m. Looking for a senior operations or site general manager role.

• Raised pick productivity from 118 to 152 units per hour over 18 months by re-slotting the fastest-moving 600 lines and redesigning pick routes.
• Cut the site's lost-time accident rate by 60% in two years through a near-miss reporting scheme and daily safety walks.
• Delivered the 2024 peak with 30% fewer agency workers than 2023 and 99.4% on-time dispatch.
• Led the site through a new warehouse management system go-live with no missed customer orders in the cut-over week.

Run a 220,000 sq ft ambient distribution centre for a national retailer, with 140 permanent staff, up to 90 agency workers at peak, and a £9m annual operating budget. Report to the Regional Operations Director.

• Lead five shift managers and 14 team leaders across inbound, storage, picking and dispatch, working three shifts six days a week.
• Raised pick productivity from 118 to 152 units per hour by re-slotting the fastest-moving lines and introducing pick-route maps for every aisle.
• Reduced agency spend by £410,000 a year through a flexible permanent contract that staff voted for in consultation with the recognised union.
• Brought the lost-time accident rate down by 60% in two years; the site passed its last two ISO 45001 surveillance audits with no major non-conformities.
• Planned and ran three Christmas peaks, including recruiting, inducting and training up to 90 seasonal workers in four weeks.
• Led the site's WMS replacement project with the IT and client teams: process mapping, user testing, training 120 users and a staged go-live.
• Meet the client's account team monthly to review KPIs, costs and improvement plans; the contract was renewed for five years in 2024.
• Built a Power BI dashboard of hourly productivity, backlog and labour cost, now used by the region's four other sites.
• Developed three team leaders into shift managers through a structured 12-month programme I designed with HR.

Ran the night shift of a multi-user warehouse handling food and drink for four clients.

• Managed 45 staff and four team leaders, and covered the operations manager's role during leave and sickness.
• Improved dispatch accuracy from 99.1% to 99.8% by adding a scan check at the marshalling stage.
• Reduced overtime on the shift by 25% by matching the staffing rota to the hour-by-hour order profile.
• Introduced a skills matrix and cross-trained 20 staff so every shift had cover for forklift and reach-truck work.
• Handled absence, conduct and capability cases in line with company policy, working with HR on formal hearings.
• Cut the shift's absence rate from 6.8% to 3.9% in a year with return-to-work interviews and a fairer holiday rota.
• Ran the shift's daily start-up briefing and weekly performance review with each team leader.
• Worked with the transport office to re-sequence trailer loading, so the first wave of vehicles left on time on 98% of nights.

• Supervised a goods-in team of 18, booking in up to 60 deliveries a day against purchase orders.
• Cut average vehicle turnaround from 75 to 50 minutes by scheduling delivery slots and pre-allocating unloading bays.
• Kept the goods-in area audit-ready for the retailer's food safety and BRC checks, with no non-conformities raised in my area.
• Promoted from team leader to supervisor after 14 months.
• Resolved supplier discrepancies with the purchasing team, reducing open goods-in queries from 140 to 35.
• Trained 12 colleagues as first-line counters for the site's quarterly stock count.

• Picking, packing and forklift work across three sites; offered a permanent contract at the second.
• Consistently in the top five pickers on the shift for rate and accuracy, which led to my first team leader role.

• Site lead for the move from a legacy system to a cloud WMS: mapped 46 processes, ran three rounds of user testing and trained 120 users.
• Planned a staged go-live by zone, so the site kept dispatching at full volume through the cut-over week.

• Analysed 12 months of order lines to move the fastest 600 products next to dispatch and group items often ordered together.
• Walking distance per pick fell by a third, which drove most of the productivity gain above.

• Introduced a QR-code near-miss report that any worker can complete in a minute, and a daily 15-minute safety walk by each shift manager.
• Near-miss reports rose from 8 to over 60 a month while lost-time accidents fell by 60%.

Distinction*, Distinction, Merit.

8 GCSEs at grades A*–C, including English and Maths.

Operations: warehouse management systems ([e.g. Manhattan, SAP EWM]), labour planning, peak planning, slotting and layout, KPI reporting, budgets and P&L ownership.

People: leading managers and team leaders, recruitment, union consultation, absence and conduct management, coaching and development.

Health and safety: risk assessment, accident investigation, ISO 45001, safe systems of work for MHE.

Continuous improvement: Lean, 5S, root-cause analysis, standard work, running kaizen events with front-line teams.

IT: Excel (advanced: pivot tables, Power Query), Power BI dashboards, Microsoft 365.

• Full UK driving licence; willing to travel between sites in the region.
• Comfortable presenting to directors and client boards, and to all-staff briefings of over 150 people.
• Mentor on the company's team-leader development programme; four of my mentees have been promoted to shift manager.
• School governor at [primary school] since 2022, sitting on the finance committee.
• Member of the Chartered Institute of Logistics and Transport (MCILT) and the Chartered Management Institute.