What new developments have you observed in the UK logistics and delivery sector?

This is an important question because one of the keys to business success is staying close to your customers, working alongside them as partners and working out how to exceed their expectations. Every member of our senior management team is involved in customer management, spending a lot of time working directly with them. That gives you a much more rounded view of the business and helps you understand all the issues and opportunities.

 

Do you have any predictions about how this sector will continue to be shaped in the latter half of 2023 and beyond?

Despite the cost-of-living crisis and its impact on consumer spending, our volumes are steadily rising and we’re expecting a busy final two quarters of the year. In my thirty years with DPD we’ve navigated many economic challenges. The key is not to panic but to stay focused on the bigger picture and I remain confident that in the long run we will continue to benefit from the growth of e-commerce.

 

Can you share anything about what you have been working on recently, or what might be on the horizon for DPD UK?

We’re making strong progress in the healthcare sector. We began to grow our share of this market during the pandemic, but continuing to win new business is no mean feat, as it has meant obtaining ‘Wholesale Distribution Authorisation’ – a government licence to operate in the heavily regulated pharma sector.

 

How are you continuing to refine your skills in your role?

I’ve been CEO for just over two years now after nearly 28 years in senior sales and customer service roles with DPD. I’m still as excited to work here as I was on my first day with the company, but of course my responsibilities are much broader now. So a key focus has been to deepen my understanding of other key areas of the business – Operations, IT, Finance, HR, Sustainability, Public Affairs, Governance and so on. 

 

I’m fortunate to have a really strong Senior Leadership Team heading up each of these areas and I trust them to do a great job. Working alongside my fellow DPD CEOs – the people who head up our other business units across Europe – has also been a great learning experience. I really enjoy running a UK company that’s part of a much wider global network, backed by investment and expertise from our French parent company, La Poste.

 

Do you have any advice for less experienced managers who might be looking to emulate your success?

Stay close to your customers and always be innovating. The next-day parcels sector is only around 50 years old in the UK but its history is littered with companies that are no longer with us. Why? Because they didn’t listen enough to their customers and they failed to innovate.

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