Commercial Director. UWI graduate. Kingston-born. Over fifteen years across procurement, supply chain, sales, marketing, and commercial leadership, watching the business — and myself — change shape.
I started at Appliance Traders Limited in December 2009 as a Supply Chain Supervisor, optimising procurement, inventory, and logistics for a Kingston retailer that was already, by then, a fixture of Jamaican home and commercial equipment. I wasn't hired into commercial leadership. I worked into it — across product management, branch management, sales, marketing, and commercial management — before being entrusted with leading the commercial engine of the company as Commercial Director in September 2021.
That path matters to how I lead. Having sat inside supply chain, product, branch, and sales operations before taking on strategy, I tend to ask what a decision looks like from the warehouse floor or the sales counter before I ask what it looks like on a slide. It's also, in my experience, unglamorous work: the biggest wins across my career — a 35% net profit increase in a branch, a 300% expansion of an installer program, reversing three years of negative unit profitability — came from tightening process and rebuilding incentive structures, not from any single dramatic move.
I'm currently completing an MBA in General Management at Edinburgh Napier University in Scotland, alongside a BSc in Operations Management and Human Resource Management (double major) from the University of the West Indies, Mona — a pairing that reflects how I think about commercial leadership: as much a people discipline as a numbers one.
Each transition added a wider slice of the business to my remit: first inventory, then a single product category, then a branch, then a division, and now the company's full commercial function.
Nearly every role I've moved into existed because something in the business wasn't working — supply chain reliability, a product line's margins, a branch's profitability. I've learned to look for what's broken before I look for what's next, because that's usually the same thing.
JN SmartBuy, the Century 21 alliance, the GiftMe partnership, and Henny Penny — none of these were campaigns. They were new distribution and financing channels built with other companies' commercial teams, which means they only work if both sides treat the relationship as a real piece of the business.
Turning around a unit that has posted negative results for three years in a row means being honest, early, about what isn't working — and being just as specific about what "fixed" looks like.
Compensation structures, incentive programs, hiring processes — the unglamorous systems work is what lets a win survive past the person who created it.
I spoke with a class of Grade 5 students about personal growth and confidence, and I show up as a male ally in conversations on women in leadership. Influence is influence, whether it's in the boardroom or the classroom.
That the biggest lever in any business is rarely the product on its own — it's the financing, the service model, the supply chain behind it, and the experience around the purchase. JN SmartBuy and the Century 21 partnership both work on that principle: they make it easier for a customer to say yes, not just cheaper to buy.
That internal promotion across functions is a strategy, not just a nice story. Having worked procurement, supply chain, product, branch, sales, and marketing roles before commercial leadership means I don't have to imagine how a policy lands on the ground — I've been on the ground, in more than one part of the business.
That good commercial leadership travels. The discipline I built moving through operations and sales — reading the numbers, fixing the process, developing the people — isn't specific to appliances or retail. It's the same discipline I'd bring to any business built on partnerships, distribution, and customer trust.
Growing as a leader — sharpening how I mentor and coach the people around me, while staying disciplined about the fundamentals: driving top-line revenue, protecting bottom-line profitability, and scaling the business. I'm intentional about doing that in tandem with scaling my own career, not one at the expense of the other.
I'm interested in the next scale of commercial leadership — broader P&L ownership, board-level involvement, and opportunities to bring what I've learned inside one Jamaican retailer to a wider stage, whether that's through strategic partnerships, mentorship, or speaking on retail and commercial strategy in the Caribbean.