Gray was recruited to rebuild the Helix Trading business following administration and takeover by Maped in 2012. Priorities included improving financial controls, re-establishing brand in mass market distribution and re-engaging a large team of 48 who had been through an unsettling period in the company.

Excess stock at the time of his arrival stood at over £2 million. Processes were put in place to improve forecasting and control purchase plans against varying demand. Under Gray's leadership, excess now lies at £200,000, significantly improving cash flow in the business to enable investment elsewhere.

The management team at the time of his arrival was lacking confidence and value in their roles. With time and support there is now a seven-strong management body who can work autonomously and develop their own teams. Two leaders have been promoted to role of director, resulting in effective delegation filtering through the business.

Following Brexit, the challenges of managing the Forex and its implications on the profitability of the business, have been vital. By putting forwards in place, instigating price increases of double digits and securing price reductions from factories, has meant the P&L has not been impacted in the period.

Helix, while a well-established brand, had become tired and low end in buyers and consumers’ eyes. Through reinvigorating NPD, a new distribution focus and targeting key competitors the sales have, for the last three years, performed ahead of market performance and key competitors.

Reporting to the CEO of a French parent company, another challenge for Gray in his role was to improve communication to give the board assurance that their investment was on track to deliver its targets. Through quarterly video conference presentations to the boards and monthly calls, they have had full visibility on strategy and achievements. This has given them the confidence to allow Gray to hold full autonomy of the subsidiary.

As a multi-faceted operation, it has been necessary for Gray to establish a full understanding of each part of the business. In each instance improvements and new processes have been put in place to allow the organisation to be more effective. These include manufacturing, finance, sales, marketing, warehousing and NPD. 

Prior to taking on his role at Helix and overseeing significant business transformation, Gray held the position of MD at Jumbo Games, a European toy manufacturer, between 2008 and 2015. 

Gray had been elevated to the Jumbo Games helm from a sales director role after a new company purchased the business and its new CEO, based in the Netherlands, felt a change was required in the UK business. From a loss-making position, Gray set about the challenge of building the business up to profitability quickly. 

To do this, Gray set about changing the focus of the Jumbo Games range, which had been one key 'hero' product heavily backed with large marketing spend. This was changed by focusing on areas and NPD that would give mass market growth and greater profitability. Critical mass was achieved through increased volumes and gross margin.

At the time of taking over the team needed to be completely rebuilt. A focused recruitment and restructuring process produced a strong and effective team able to deliver the key goals and business plan.

There was also a lack of brands within the portfolio at the time of Gray's arrival. Focus was given to building own IP’s within adult puzzles and children’s game to improve profitability and a more secure business. Gray and the company secured the number one adult puzzle brand and award winning children’s games under his leadership.

Gray also set about preparing the business for the digital marketplace. Previously there had been no online sales within the business. Gray therefore worked on the digital face of the range and developed the business with Amazon, which included a website re-haul and the establishment of a new trade portal. Online sales eventually exceeded £1 million and the consumer database reached 100,000 people.

The business' cashflow position was also hindering its ability to trade, with the debtor book massively overdue due to poor management. Elsewhere, the gross margin was low and fixed costs were too high. All these issues were addressed by Gray to give a more positive cash flow position. As a result, dividends could be paid to the parent company for the first time once profitability was achieved.

Before his years leading Jumbo Games and later Helix, Gray's background was in account merchandising and account management, having worked as a national account merchandiser for Keel Toys [1997-1998] and as a national account manager for Dylon International [1998-2006]. Before then, he garnered valuable experience in the retail sector, working as a section manager for John Lewis [1993-1997].