JASON REES

Internationally appointed to the US as an internal transformation lead following a complex market entry and acquisition phase. Mandated to stabilise performance, redesign the operating model, and build a scalable commercial and operational engine across Supply Chain, Sales, Logistics, and National Operations.

• Held end-to-end accountability for the US operational platform across supply chain, inventory flow, logistics, labour, service, performance governance, and cost control, overseeing a $600m+ consumer business during rapid scale and post-acquisition integration.
• Led enterprise-wide performance diagnostics to identify structural inefficiencies, embedding a new target operating model with defined ownership, KPI governance, S&OP discipline, and executive cadence to transition the business from reactive, founder-supported execution to structured, data-led management.
• Directed post-acquisition integration of 28 supermarkets across New York and New Jersey, aligning commercial, operational, and cultural frameworks to support profitable growth.
• Redesigned core cost and performance drivers across labour, shrink, and inventory management, introducing demand-based scheduling, simplified task design, tighter stock controls, and structured weekly business reviews to improve productivity, capital efficiency, and cross-functional accountability.
• Partnered closely with merchandising, logistics, and supply chain leadership to simplify range architecture, strengthen availability, and support accelerated urban market expansion.
• Built and institutionalised region-wide performance dashboards and executive business review structures to enhance transparency, accelerate issue resolution, and embed a culture of operational ownership.

Senior leader accountable for end-to-end commercial and operational performance across London and Yorkshire regions, overseeing large multi-site estates and delivering sustained growth, cost discipline, and execution excellence.

• Ranked #1 nationally for Sales & Operations performance for three consecutive years, reflecting consistent delivery across sales growth, availability, margin control, and operational standards.
• Accountable for £600m (London) and £450m (Yorkshire) regional P&L, balancing revenue growth, labour efficiency, cost control, and service execution across complex trading environments.
• Led and developed a 1,600+ colleague organisation, embedding leadership routines, succession depth, and accountability through structured field leadership governance.
• Delivered double-digit like-for-like growth in Central London through market analysis, customer insight, availability optimisation, and strengthened store-level execution.
• Drove material improvements in labour productivity through demand-based scheduling, task simplification, and disciplined performance routines.

• Led national operating model enhancement initiatives, introducing structured governance, KPI architecture, and PMO discipline to strengthen execution consistency across regions.
• Oversaw the design and expansion of Lidl’s inner-city Metro format in London, establishing the scalable operating blueprint for high-density urban markets and supporting accelerated store rollout.
• Designed and delivered the Trainee District Manager programme, building a pipeline of 100+ future leaders and embedding structured succession planning.
• Partnered with senior stakeholders to identify structural performance gaps and implement cross-functional transformation initiatives across labour planning, availability, and operational simplification.
• Developed national performance dashboards and executive review frameworks to enhance transparency, issue resolution speed, and strategic alignment.
• Supported strategic growth planning and network expansion through data-led market assessment and operational readiness design.

• Supported senior leadership on operational simplification, performance governance, and transformation initiatives across sales, logistics, and store operations.
• Led analytical workstreams translating frontline operational insight into executive-level recommendations and implementation plans.

• Owned end-to-end non-food supply chain performance across the London region, including forecasting, inventory control, availability, and store execution.
• Drove non-food sales growth through improved availability, promotional execution, and tighter stock management.

• Managed a portfolio of high-volume stores with full accountability for sales, labour, availability, shrink, and service standards.

• Developed commercial and operational capability within recognised consumer brands including WHSmith, Reiss, and Ted Baker, contributing to performance optimisation across merchandising, sales execution, and customer proposition delivery in B2C retail environments.