Regional Manager in Liverpool

The Regional Manager is accountable for the safe, compliant, and cost-effective performance of multiple warehouse sites. This role plays a critical part in delivering a step-change in safety culture while maintaining tight financial control and operational discipline. Safety and cost are not competing priorities — Good safety is Good financial management.

This role owns:

• Delivery of consistent safety culture across sites
• Financial performance vs budget
• Leadership capability of Site Managers
• Elimination of operational inconsistency

The Regional Manager does not manage tasks — they manage standards, performance, and leaders.

Day-to-Day Key Accountabilities:

Safety Leadership

• Lead the warehouse “A Positive Culture with Denholm” programme for the region.
• Actively model and encourage safe behaviours at all times; what you walk past, you accept.
• Ensure Site Managers actively lead safety — not delegate it.
• Recognise and reinforce safe behaviours and fairly address unsafe acts immediately in a proactive way, regardless of who is involved or how long they’ve worked there.
• Lead serious incident reviews and ensure root cause resolution.
• Standardise safe systems of work across sites.
• Ensure repeated safety failures are treated as leadership issues.
• Engage with and encourage the warehouse team on safety performance – It is important to celebrate the successes.
• Work with senior management and H&S advisors to implement changes, not just discuss them.
• Working in conjunction with HR colleagues to ensure a safe and healthy environment for all.

People Management

• Manage, coach, and develop site managers, warehouse managers, supervisors and operatives.
• Utilise Elevate and Perform systems to ensure individual performance objectives are clearly set and regularly reviewed in line with organisational structure.
• Pro-actively engage in the “A Positive Culture with Denholm” programme and utilise the coaching that is available to you.
• Set clear expectations around standards, behaviour, and accountability and state what you can be held accountable for.
• Actively celebrate good behaviour and deal fairly with poor performance or unsafe behaviour.
• Build a culture where people feel responsible for their own safety and that of their colleagues.
• Ensure all staff are trained, competent, and authorised for the tasks they perform.
• Identify skills gaps and future talent needs to develop structured development plans and build internal capability to ensure effective succession planning for critical roles.
• Ensure absence and resource management processes are carried out efficiently, proactively and fully in line with company policy.
• Acknowledge leadership is accountable for providing a safe place to work and to provide all the right tools, skills and equipment to the workforce, including praise and encouragement to ensure success.

Compliance & Standards

• Develop a Denholm Operating standard level across all sites, identifying and closing any performance gaps.
• Develop and deliver a standardised operational KPI suite across all sites.
• Balance resource across sites where required ensuring peak planning is structured and controlled.
• Ensure compliance with all relevant H&S legislation, company policies, and industry standards and identify any improvements possible.
• Support site managers where required in warehouse audits and inspections — internal and external.
• Ensure equipment inspections, maintenance, and statutory checks are completed on time.
• Maintain accurate records and documentation — no box-ticking.
• Remove process variation where it creates risk or cost.
• Share best practice across sites.
• Introduce common metrics and review routines.
• Use incident data, safety observations, and feedback to drive real change.
• Support trials of new processes, layouts, or equipment linked to safer ways of working.
• Contribute to wider operational improvement projects beyond the warehouse.
• Own the area level operating budget, including labour, MHE, consumables, utilities, maintenance, and third-party costs.
• Approve site-level spend with cost discipline and challenge financial excuses linked to poor planning.
• Deliver agreed cost targets without compromising safety, compliance, or training standards.
• Actively identify and eliminate waste, inefficiency, damage, and rework within warehouse operations.
• Develop a culture of controlled overtime and agency spend through proper planning, not firefighting.
• Ensure stock loss, damage, and shrinkage are understood, challenged, and reduced.
• Support site managers in building business cases for safety-led investments (e.g. layout changes, equipment, training) with clear cost/benefit justification.
• Understand the true cost of incidents, safety observations, damage, and downtime — and use this data to drive behaviour change.
• In addition to this understand the value of a workforce that knows it is valued and appreciated.
• Work with Finance to forecast costs during peak periods and major change activity.
• Hold managers and supervisors accountable for cost control at shift and activity level.

Key Measures of Success:

• Area safety performance trend.
• Reduction in incidents, unsafe behaviours and an increase in Safety Observation Reports, both positive and negative.
• Reduction in repeat safety failures.
• Area-level labour cost vs budget.
• Damage and write-off reduction.
• Site performance variance narrowing.
• Leadership stability and retention of strong performers.
• Visible day to day improvement in safety engagement and ownership at all levels.
• Operational performance achieved without safety trade-offs.
• Positive audit outcomes with minimal repeat findings.
• Warehouse operating costs delivered within budget.
• Measurable reduction in cost of incidents, damage, waste, and rework.
• Improved productivity achieved through safer, more consistent processes.
• Clear financial justification for safety and improvement initiatives.

The Person

• Comfortable making tough people decisions.
• Experience standardising operations across multiple locations.
• Visible and credible in operational environments.
• Calm under pressure — firm on standards.
• Not swayed by local politics or personalities.
• Comfortable being unpopular when required.
• Data-driven but floor-connected.
• Holds the line when pressure rises.

The Need-to-Knows

• Reporting to: Stuart Gosling – MD – Warehousing & Transport
• Location: Liverpool covering the North West

Denholm Good Logistics is an award-winning freight forwarder and logistics provider, providing shipping solutions to small medium and large growing companies. Established for many generations and steeped in maritime history, the key to our success is not just our industry knowledge but our highly skilled and experienced people, who are dedicated to providing a first‑class service to our customers. With offices strategically positioned at major ports throughout the UK, as well as internationally in Türkiye and China, the business boasts a diverse team of employees. Career progression and development of our people is key to our continuous growth and success. At Denholm Good Logistics, we ensure our employees have access to development opportunities through our structured learning and development agenda, and ensure skill sets and career aspirations continually evolve, along with a focused people strategy that supports employee engagement.

Our recruitment process

All candidates that are short listed for an opportunity at Denholm Good Logistics will be invited to complete an employee profiling process in the first instance prior to being invited for an interview in person with local office management.

Ready to Apply?

If you would like to apply for this exciting opportunity, please fill in the form below to apply online. You are also welcome to contact us at any time to discuss further details of the role or the business, please feel free to contact a member of the HR team on hr@denholm-logistics.com.