1. Keith Taylor
3 Orchard Grove, Diss, Norfolk, IP22 5LX, 07596 260914 keithtaylornorfolk@gmail.com
Profile
Having 25 years of experience in the retail and hospitality industry and 8 years of experience in local
government I have a wealth of knowledge, have a positive attitude and good communication skills. I am
looking for an opportunity that will enable me to put this extensive experience to good use. Having
worked for both Blue Chip companies with multi-million pound budgets, SMEs, and having run my own
businesses for eight years, I have an understanding of business from all levels. All my retail roles have
entailed being able to build rapport with customers and clients and further evidence of this can be seen
in my work as a councillor, understanding and representing the needs of the local community for the
last eight years. My maturity and hard-working ethic has been invaluable in working in a range of
different positions and I am confident that I can bring this ethos to add value to any enterprise I am
involved in.
Work History
07/14 – 06/15 Manager – Homebase Coffee Shop, Newmarket and Huntingdon
I opened 2 new coffee shops for the Compass group. Responsible for managing all aspects of both
stores. Only manager in the country to run 2.
• Best days take for a new unit at Huntingdon, then did the same at Newmarket
• 5 star Hygiene rating at both units
• 67% GP margin at both units
2007 – 2015 District Councillor – South Norfolk District Council
Stood as a prospective Conservative Councillor in a high profile seat (MP and Lord lived there) held
by the opposition, won it with a swing of 35% and then retained it 4 years later.
• Member of Scrutiny committee, overseeing the fairness of the Council
• Member of the Grants panel for South Norfolk, won £50K funding for Community centre
• On the Board of the Citizens Advice Bureau for 8 years
• Licensing and Homelessness appeals committee
2012 – 2014 Manager – Platt’s Fruit and Veg, Leiston, Suffolk
I have been responsible for managing a retail store and developing the business to improve the market
share of the wholesale arm of the business
• Reduced wastage by 8%, increased footfall by 6%
• Improved sales on the wholesales side by 12% over 2 years
• Turnover was £200k per annum for the shop and £300K for wholesale
• Developed and improved the Plant and Flowers side of the business
• Produced monthly accounts

2. Keith Taylor
3 Orchard Grove, Diss, Norfolk, IP22 5LX, 07596 260914 keithtaylornorfolk@gmail.com
2007 – 2012 School Governor (Chair for 4 years) – Diss Church Junior School
I was asked to become a governor of the local school as I was a local businessman. After a year the
Reverend of the school asked me to be chair.
• Helped the school to Improve its OFSTED rating from adequate to good
• Assisted the Headmaster in recruitment of teachers and deputy head
• Responsible for all aspects of the school, from Finance to children’s learning and progress
2004 – 2012 Castles Fishmongers, Castles Delicatessen, The Flying Grocer,
Diss Norfolk
Responsible for running three independent businesses based around food and drink, developed the
Delicatessen from scratch to a turnover of £100K within 24 months.
• Won 2 prestigious awards from the Eastern Daily Press, Best Food Retailer in Norfolk,
beating Waitrose to second place and also as a champion for the use of 50 local producers
• Developed a home delivery business for organic produce
• Increased turnover from £200 to £320K within first 3 years
2002 - 2004 Manager – John’s Garden Centre, London
Responsible for running a garden centre including staff management, training and recruitment, stock
control, ordering, merchandising and long term planning.
• Increased turnover by 22% within the two years
• Christmas tree losses reduced from 5% to 1% in year 1 and to 0% in year 2
• December profit increased from £9000 to £22000 over the same period
2001 – 2002 Manager – Harley’s Wine Bar
Ran a small wine bar in central London, responsible for training recruitment, stock control, ordering and
business development. Annual turnover of £800K.
• Improved footfall by 17% in weekdays through various promotional initiatives
• Reduced leakage / wastage from 4 to 1.5% through staff training measures