Adrian (Ade) Lunn Email & Phone Number

Watford, United Kingdom

Activation of marketing campaigns across several European markets, specialising in asset production throughout the customer journey including:Digital Media - Working with both internal and external agencies to deliver digital media assets to media houses in a more efficient way and helping avoid duplication and double handling of assets. This led to the introduction of templated assets that covered a varying array of layouts and designs whilst still remaining on brand resulting in a handful of artworks required instead of hundreds previously required. Digital Screens - Playing an active roll in the tender process, creative process and activation process for our digital media in stores across 5 markets in Europe. To date, we now manage an estate of over 500 screens (of varying aspect ratios) across 5 markets in Europe. Print Production - Managing the print production process across 5 markets in Europe for all marketing campaigns and events. Following the implementation of Brexit, I am now responsible for overseeing & managing production across 6 suppliers throughout the UK, Austria & Germany. Project Management System Rollout (Workfront) - Working with a lead project manager, I was resposible for identifying the needs of the creative and marketing departments which led to the roll out of Workfront (AWS system) with over 200 users in little over 12 months. Since roll out, there has been a 40% increase in capacity of creative services due to the transparency and open communication channels resulting in less need for face-to-face meetings with large numbers of associates where finding time can be challenging.

London, United Kingdom

Responsible for the print production for for TJX Europe including the following brands:TK Maxx UKTK Maxx IrelandTK Maxx GermanyTK Maxx PolandTK Maxx AustriaTK Maxx NetherlandsHomeSense UKWorking as part of a small team, I have helped manage the transition of TJX Europe's print production requirements from external management and sourcing to an internal solution. Helping drive efficiencies across a whole range of creative processes to improve costs (exceeding all savings targets implemented) and speed to market with collateral. I have also helped manage the creative process for producing the print collateral to enter new markets including Austria (completed in March 2015) and Netherlands (completed in March 2016). Managing the rebuilding and collation of artwork to enter new markets alone drove cost savings that will exceed £500k by the end of 2015. During my tenure, I have help drive savings on print production in excess of £7m to date. I have also worked closely with other functions on several efficiency and improvement initiatives such as:Creative Process – Working together with creative services and many key stakeholders to find better ways of improving work/process efficiencies. Asset Register - Planning and managing the role out for a store asset register which enabled us to send the right quantity of signage to the right stores.Print Tender – Working together with GS&P to build and launch a European Print Tender

Regional Development Manager – Whilst within this temporary role I was responsible for applying my knowledge of retail and the boardsports industry into the chain. The result of hard work and dedication resulted in the chain being acquired by Rip Curl for an undisclosed sum. This was achieved through the following:Marketing Development – By focusing on the fashion movements throughout the boardsports industry, we were able to engage a wider target audience increasing traffic by up to 14% in stores. We also implemented changes to the marketing plan, working together with several supplier brands. CRM reports showed an increase from 74% - 82% in awareness of the brand.Creative and VM Development – Provided the Marketing and Creative teams with ideas for planning and implementation to achieve better consistency and compliance throughout the stores.KPI Monitoring - Through closely monitoring store KPI’s we were able to implement a number of store wide incentives. This resulted in the UPT’s increasing from 1.3 to 1.64 and ATV increasing from $52 to $64 over a 4 month period. Accumulating approx $200k of revenue.Staff Development – Provided in depth training aids for new and existing staff which developed all the necessary skills for working within a retail environment. This included the implementation of a new “sales journey”, the details of which became the desire of several competitor brands due to its proven effectiveness.

Responsible to carry out a turn-around plan for the group and reducing spend from £6m to £2m within 18months. The role provided me with great responsibility whereby I was accountable for the end-to-end implementation of creative materials for 5 fascias across 400+ stores. My main focus in executing the turnaround plan included:Creative Design & Print Management – Management of Design and development of store creative material including windows, in-store POP material, promotional material and other creative material. A fast paced environment whereby the planning of all stores was crucial to the commercial success of the group, meaning a highly organised approach in planning and management was imperative.Project Management – Developing a project management system whereby all parties involved could access information and material required. This was especially prevalent in the development of a new store fascia which was launched in 2009. It was also used throughout an extensive refurbishment program where over 50 stores were redeveloped within 18 months. Regarded highly successful and resulted in 90% of stores opening before or on schedule.Budget Planning – Being responsible for the marketing budget and reducing a £6m budget to £2m within 18months. This was achieved through the use of critical paths for all projects, thus, enabling us to better plan forthcoming promotional materials and therefore reducing costs significantly. Advanced planning and set ups also enabled greater flexibility for market reactions against competitors.Database & Automation – Working closely with MPD, we rolled out a store audit program which enabled us to generate cost savings for each campaign. Tied closely together with campaign grids, we were able to launch a full automated creative and planning system which reduced turn-around time from conception to launch to 72 hours. Something that enabled the business to be highly reactive in the market place.

United Kingdom

Visual Merchandising Manager for U.K. – This head office role provided me with great responsibility where I was accountable for the planning of 15 Flagship stores and over 90 account stores across the UK. My main roles were:Creative Design – Designing and carrying out the implementation of store windows, in-store POS and other marketing material throughout each season. Ensuring all design concepts correspond with forecast trends and current media campaigns. Store planning – Working closely with the buying and marketing teams to plan and prepare flagship store layouts for the coming seasons to ensure a high sell through. Designing, planning and producing point of sale, concept windows and the launch media and marketing campaigns in store.Monitoring store and product performance – Monitoring store and, more intimately, product performance on a weekly basis and acting accordingly to maintain turnover and productivity of stores. Monitoring account performance – Working closely with independent store owners to guarantee the sell through of O’Neill product observes growth in stock orders for the subsequent season. Staff Training – Devised a visual merchandising manual for flagship stores to refer to throughout the year to warrant any floor moves in store during each season. Provide one-on-one training sessions with in-house merchandisers to help develop their necessary skills.