Jack Graham

By targeting the core drivers of operational success and failure, we eliminate process inefficiencies and minimise operational risk.

My interest in operational process improvement has its roots in a heavily-challenged DHL rail cold-chain depot, where I spent a summer as an undergraduate in 2016. Circumstances meant I had licence to implement any changes I could reasonably justify, leading to a rapid succession of steep learning curves: huge stock wastage avoidances, operational failures, big team wins and hard-knock losses.

I would go on to spend an industrial placement year at Danone, providing logistics analysis on imported lines for the Evian and Volvic brands. Major focuses included the elimination of delivery failures on vulnerable routes, a warehouse master-data correction project and investigation of aged unpaid logistics claims.

In 2019 I joined DHL’s Future Leaders programme – with hugely varied exposure including fit-out and go-live for Tyco Electronics’ new UK warehousing and distribution facility and data-secure warehousing & pick-pack for His Majesty’s Prisons & Probation Service (HMPPS).

In 2022 I joined PA Consulting in their Operations and Improvement capability, providing project management support to the NHS Central Commercial Function, risk and opportunities analysis to Network Rail in relation to the HS2 pause and the design of a device evaluation framework for local authorities looking to expand their Technology Enabled Care provision.

Some of my career highlights have been:

• Elimination of delivery failures on FMCG import routes, achieved through design of a compound risk matrix measuring variables (packaging type/format, sea crossing, trailer type, origin warehouse, packing shift etc.) to provide data-backed failure probability. Key role in reduction of failures to certain UK locales from 18% to <1%.
• Delivery of 31,000 individually picked orders @ 98% accuracy through a 5-day temporary operation for a major UK supermarket, completed 14hrs ahead of budget allowing significant final-hours flexibility during the mid-December critical trading period.
• Expiry wastage exposure reduced from £60k to £3k in 4 weeks through design of renewed ordering process on food items for Virgin (now Avanti) West Cost Main Line. Additional saving of £100k per annum transport costs through utilisation of onboard storage space.
• Successful rapid concept-to-go-live of 6 weeks from initial observation of HMPPS warehouse space, replicated with recommendations and improvements with a completely new operative team. Ramp up to the highest-volume prison commissary warehouse site in England by week 10, maintaining unmatched pick accuracy throughout.