Meet the Leadership Team Behind Fulfil with Synergy's 2026 Growth

Choosing a fulfilment partner usually means comparing warehouse capacity, technology and service levels, but who is actually running the operation behind those numbers matters just as much. A named, structured leadership team, rather than a vague reference to "our experienced management," gives a prospective client something concrete to evaluate: real accountability, a clear reporting structure, and people who can be asked direct questions about how decisions get made. Here is who leads Fulfil with Synergy into 2026, in full on the Fulfil with Synergy people page.

Why the People Behind a 3PL Are Worth Knowing

A fulfilment relationship is a genuine operational dependency, not a one-off purchase, so it is reasonable for a prospective client to want to know who is accountable when something goes wrong or when a business needs support to scale. A provider willing to name its leadership team openly, rather than keeping management structure vague, is signalling a level of transparency that is worth noting in its own right.

In the competitive landscape of the logistics industry, brands often weigh providers like James and James, ShipBob, and ILG against one another. While infrastructure and software integrations are critical components of any modern 3PL selection matrix, the human element, specifically the expertise of the 3PL management board and supply chain leadership, ultimately determines how effectively those systems perform under peak trading conditions.

Executive Leadership and the 3PL Management Board

At the top, Gary Rees serves as CEO and Founder, setting overall direction and strategy for the business. As a prominent figure among UK logistics executives, Gary Rees CEO drives the long-term vision of the organisation, ensuring that operational capabilities scale in tandem with client demands. Tom Falkner holds the CFO role, overseeing financial strategy, while Khalil Ashong is COO, responsible for day to day operational performance. Sandy Lucas leads as CTO of Transformation, a role focused specifically on the technology and systems change needed to support continued growth rather than simply maintaining what already exists.

An effective executive team structure must balance immediate service delivery with forward-looking development. This includes overseeing advanced warehouse automation directors and ensuring that technical implementations, such as an AutoStore implementation team, run smoothly without disrupting existing client inventory or outbound dispatch schedules.

Growth and Clients: The Team Bringing Brands On Board

Bianca Cruceru works as Business Development Manager, the first point of contact for brands exploring a move to Fulfil with Synergy. Bethany Waugh, as Onboarding Manager, is responsible for the practical process of getting a new client's stock, systems and processes properly set up. Liane Scott leads as Head of Client Services, overseeing the ongoing relationship once a brand is live.

For fast-growing e-commerce brands, navigating the transition to a professional fulfilment company leadership model can feel daunting. Having dedicated Client Onboarding Services ensures that every stock SKU, packaging requirement, and carrier integration is thoroughly tested before the first live order is processed.

Servicing: The Team Running Daily Operations

Krzysztof Magusiak heads up Operations, overseeing the day to day running of the warehouse floor alongside experienced operations directors UK and fulfillment directors. Ionut Veghea manages multi-channel fulfilment specifically, a role that reflects how central selling across several sales channels at once has become for modern retail brands. Greg Truszkowski manages value-added services, retail and returns, Anna Gawrys leads inventory management, and Alex Manolache holds the Continuous Improvement role, focused specifically on refining processes rather than simply keeping them running as they are.

Behind these day-to-day functions lies a deep commitment to maintaining high service level agreements (SLAs). Whether it is managing complex retail compliance rules or processing high volumes of reverse logistics, the servicing division operates with a level of precision that keeps end customers satisfied and protects brand reputation.

Core Functions: The Team Supporting the Business Itself

Behind client-facing operations sits a Core Functions department. Allan Hopewell leads People, Pavel Krausko heads IT, Sarah Horne serves as Financial Controller, and Mark Walkes holds the Health and Safety Manager role, a genuinely important function in any warehouse environment handling physical stock at volume. The full story of how this structure came about sits alongside the team on the Fulfil with Synergy story page.

Having robust internal support systems ensures that technical infrastructure remains secure, talent acquisition stays aligned with seasonal peaks, and workplace safety standards exceed industry benchmarks. This structural depth is a hallmark of a mature logistics provider.

Why a Structured Leadership Team Matters When Comparing 3PLs

Guidance from the US Chamber of Commerce on choosing a logistics partner points to customisation and genuine understanding of a brand's specific needs as a key selection criterion, rather than assuming a single provider is equally strong at everything. A named leadership structure, with clearly separated departments for growth, servicing and core functions, makes it far easier for a prospective client to ask specific, informed questions about exactly which part of the business they would actually be working with day to day, rather than addressing every query to an undifferentiated "the team."

When evaluating who runs Fulfil with Synergy, clients are looking at an established framework designed to eliminate single points of failure. This organizational clarity separates top-tier providers from smaller, less structured operations.

How This Structure Supports Fulfil with Synergy Clients Day to Day

In practice, this structure means a client query has a clear, appropriate home rather than being routed generically. A question about onboarding timelines goes to Growth and Clients, a question about a specific order goes to Servicing, and a question about billing or systems goes to Core Functions, each handled by a named person with clear accountability rather than passed between departments with no clear owner.

Furthermore, supply chain leadership actively reviews performance metrics across all departments weekly. This ensures continuous alignment between client expectations and warehouse execution.

Why a Layered Structure Helps as a 3PL Scales

A fulfilment operation handling a small number of clients can sometimes get away with every decision passing through a single founder or director, but that approach stops working once client numbers and order volume grow. Splitting responsibility across Growth and Clients, Servicing and Core Functions means decisions that do not genuinely need executive input, an onboarding timeline, a routine inventory query, a day to day IT issue, can be resolved by the department actually responsible for it, without waiting on a response from the top of the business. This matters in practice: a client asking about dispatch performance gets an answer from someone who owns that number directly, not a generalist relaying information from elsewhere.

What This Looks Like From a Client's Perspective

For a brand actually working with Fulfil with Synergy day to day, this structure translates into having a small number of clear points of contact rather than a single generic inbox. An onboarding manager owns the process of getting a new brand live, a client services lead owns the ongoing relationship once trading begins, and department heads within Servicing own the specific operational areas, multi-channel fulfilment, inventory, value-added services, that a brand's queries are most likely to touch. Knowing in advance who owns what removes a layer of friction that can otherwise slow down even a simple question.

FAQ

Who is the CEO of Fulfil with Synergy?

Gary Rees serves as CEO and Founder, setting the overall direction and strategy for the business.

What does the CTO of Transformation role involve?

Sandy Lucas holds this role, focused specifically on the technology and systems change needed to support continued growth rather than simply maintaining existing systems.

Which department handles new client onboarding?

The Growth and Clients department, led by roles including Business Development Manager and Onboarding Manager, handles bringing new brands on board.

Who is responsible for day to day warehouse operations?

Krzysztof Magusiak leads Operations, with additional Servicing department roles covering multi-channel fulfilment, value-added services, inventory and continuous improvement.

Why does a named leadership structure matter when choosing a 3PL?

It gives a prospective client clear accountability and the ability to ask specific, informed questions of the right department, rather than addressing every query to a vague, undifferentiated management team.

If you would like to know more about who you would actually be working with day to day, get in touch with Fulfil with Synergy to start the conversation.

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