The document provides a resume for Arran J Last, outlining his professional experience leading retail operations for various companies, along with achievements in improving performance and facilitating growth. Key specialties and skills listed include multi-site consumer retail, change management, and business turnaround. Contact information and an overview of educational background are also included.

1. Arran Last
PERSONAL DETAILS
NAME: Arran J Last
MOBILE: 07907 462668
E-Mail Arran.last@gmail.com
LinkedIn www.linkedin.com
PROFILE
I am proven retail leader and use my knowledge and great influencing skills to drive results
within complex markets. I have a clear vision and lead with passion, driving my senior teams
from strategic planning to tactical execution to achieve profitable results. It was this charismatic
leadership which developed and supported the senior field and director teams within Dreams,
which in turn enabled it to become one of Britain’s most successful companies.
Key specialties:
Multi-site Consumer facing Retail
Change management
Organizational Structure and Culture Transformation
Dynamic Performance Management
Portfolio Management and Development
Profit Development
Senior Team Building
Business Turn-around
Explosive Growth
Compensation Model re-engineering
Strategic Supplier engagement
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2. September 2009 – April 2011
TLR Consultancy Habitat UK
This was initially on a consultancy basis but within 2 months I was asked to join on a permanent contract
Habitat is one of the UK’s most iconic brands but has in recent years lost its way and become alienated
from its customer base; the purpose of my initial consultancy was to look at the processes and
procedures, staffing structures etc and identify quick wins (of which there are many).
In response to the results my project yielded I was asked to join the company on a full time basis firstly to
take over the companies lowest performing region, prove I could turn that around and then take over the
role of Head of Retail – France.
Regrettably before the second part of my employment could be put in to place the business was sold to
Hilco, since that point my role has been virtually solely focused on cost savings.
Achievements (from September 09 to March 11)
1, Within the last 6 months of the financial year I successfully pulled back almost £550,000, this meant the
region finished the year level with budget and 2% ahead of the previous year.
2, I was the top-performing region Vs both Last Year and Vs Budget for 16 out of the last 18 weeks of the
financial year, prior to me taking over the region it was bottom for every week year to date.
3, On the first day I took over the region it had almost 30% of its sales force vacant and almost 65% of its
management structure vacant – it now has virtually 100% staffing with a strong succession plan that now
allows it to support the other two regions
Achievements (from March 10 to March 11) – The full financial year
1, The Highest Growth Vs Budget in the UK
2, The Highest Growth Vs Last Year in the UK
3, The Highest A.T.V (average transaction value) Growth in the UK
4, The Highest U.P.T (units per transaction) Growth in the UK
5, The Highest Conversion rate growth in the UK and Europe
6, The Lowest Cost of Salary Vs Sales in the UK and Europe
7, The Lowest Stock Shrinkage Vs Sales in the UK and Europe
8, The Lowest Refund / Cancellation Rate in the UK
March 2009 – September 2009
TLR Consultancy Bensons for Beds
This is a 3 month rolling project
Bensons for Beds is Britain’s largest bed specialist, operating from over 200 outlets.
My remit during the consultancy period is:
1, to identify areas of underperformance within the current retail portfolio and provide positive solutions
to resolve
2, to identify expansion opportunities, this includes identifying appropriate towns, the sourcing of
premises and staff
3, to identify and develop weaknesses within the current retail structure and introduce structural changes
to allow the company to embark upon an aggressive expansion program without taking focus from the
core estate
4, to analyse the core product offering to ensure the maximum benefit is being gained from the available
retail space
Achievements
1, I have now successfully introduced a formalised performance management system that accurately and
fairly measures and monitors individual sales performance, although still in its early stages this process
has already reduced variance in good and poor performance by 25% points i.e. the lowest individual
performer is now achieving 83% of target and the top performer is achieving 109%; prior to the
introduction lowest performers were achieving below 60% of their personal targets.
2, on my recommendations Bensons have now signed off 12 new stores and are embarking on an
aggressive expansion plan over the next 12 months.
3, after completing a straight forward time and motion study it became very apparent that the retail
structure was largely ineffective and not able to sustain an expansion program. This structure has now
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3. been revised to include the introduction of two regional controllers and a more robust field based training
team
4, As part of the above 3 points I have reviewed the core offering and found significant “gaps”, this is now
being addressed by the introduction of larger premises now on average 5,000 sq ft, previously the average
was 3,500 sq ft and also by the introduction of a definitive centrally controlled range plan.
November 2008 – February 2009
TLR Consultancy Starplan Furniture
This was a 3 month project
Starplan is a small family owned furniture manufacturing / retailing business, currently with 7 stores
based in Northern Ireland and with a turnover of £15m.
For the period of my consultancy my remit was two fold;
1, Introduce structure and procedure within the company in order to facilitate an expansion plan in
England.
2, Enhance the customer shopping experience with in the stores removing the clinical hard feel of the
furniture but without losing the ‘factory direct’ message, creating a warmer more female orientated
shopping experience.
The summary results of my actions were:
 The companies best ever trading period through the winter sale 2008 / 2009
 Increased revenue per head
 7% cost savings on salary / commission payments
 2 ‘concept’ stores trading in excess of 200% LFL
 Format for new stores now established and three new stores trading
Achievements
1, As this was a relatively short project most of the benefits have only been realised more recently, the
structured procedures and practices that I have put in to place have now been adopted as company policy
and in doing so have allowed the company to open 4 more branches in the mainland.
2, All of the new stores opened have been opened as per my two concept stores, and are now tracking at
well over 300% of their budgeted sales figures.
April 2003 – September 2008
Retail Operations Director Dreams PLC
This was an executive Director position reporting to the C.E.O
As you would expect in a retail company, this position is pivotal to all operations within the company,
reporting directly into me were 3 regional controllers, 12 area managers and the head office call centre /
customer service teams; in addition to this I had “dotted line” reports of the Buying Director and
Marketing Director.
As Retail Director I had overall responsibility for the achievement of the sales budget (approx £250M)
through the day to day store operations of 175 super stores (totalling just over 1.4 million sq ft of retailing
floor), in addition to this my board duties were:
 Advising the board on new store acquisitions
 Mentoring the customer services director, defining and implementing policy
 Headed up the companies ‘think tank’ staff liaison group
 Overall responsibility for project managing all £100k plus projects
 Lay advisor on all IT projects / developments
Achievements
 Achieved double digit true like for like growth for 4 consecutive years
 30% organic growth for the same period.
 32% increase in net operating profits 2007 Vs 2006
 Implemented a new and less ambiguous contract for all branch based staff.
 Restructured the field management team to support an additional 100 super stores
 Conceptualised and delivered the “Academy of Dreams” our residential training course
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4.  Devised and managed a fully illustrated branch operations / procedures manual
 Introduced a quarterly appraisal system for all retail management, also introduced 5 KPI’s
relevant to each department
 Managed and developed one of the most successful sales teams in England
July 2001 – April 2003
Regional Manager Game group stores ltd
Not only responsible for the day to day running of a region of 3 area managers and some 60 stores but
also for overseeing all direct sales opportunities, this included the setting up of a franchise agreement
with the Trent Universities to set up and run after hours internet gaming rooms
May 1998 – July 2001
Area Sales Manager Phones 4U ltd
November 1993 – May 1998
Area Manager Birthdays Greetings Cards ltd
September 1988 – November 1993
Branch Manager H. Samuel (Signet group)
EDUCATION & TRAINING
1981 - 1985 ‘A’ levels – 6 subjects including English, applied
Maths & Accounts
1985 – 1988 Southampton Polytechnic College
HND – Microcomputer technology & Electronic
Principles (dist),
HND - Physics (dist)
1988 – 1997 National Association of Goldsmiths Diploma part 1
&2
OTHER INFORMATION
INTERESTS: Ten pin bowling, badminton, DIY (mainly electrical)
Member of Mensa (Top 0.5% in UK)
RELOCATION:
This is always possible for the right position
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