Review trade programs and activities in support of identified channel strategies. Customize and revamp trade program (GO Program) for channel's reality in order to ensure competitive advantage. Adopt a digital approach for our trade programs, to offer a digital visibility on the program performance and on the business review for retailers, to improve the user-experience. Manage the productivity & cost optimization of the channel (trade spend effectiveness). Minimize commercial risk in the channel.

Led the redesign of the B2B engagement (education) program for retailers & clerks, to increase the traffic on the platform and the engagement level of our current users. Delivered a new education platform, mobile friendly, video-streaming capability, with a focus on the user-experience (gamification, leaderboard, rewards catalogue), and google-analytics integration (insights).Defined the Target Operating Model for this digital platform and education program, reduced the complexity of the back-end operations by 65%, increase customer-service satisfaction by 55% and speed-to-market by 70%, and documented all the processes (front & back-ends) related to managing the program.

DELIVERED AND IMPLEMENTED a B2B DIGITAL TRANSACTIONAL PLATFORM Deploy Advanced capabilities to drive growth through the digital channel, interacting with more than 18,000 retailers across Canada (avg. of $1.5 billion sales revenues per year). Implemented a Dynamic Trade Program (DTP) approach (personalized-communication based on algorithms). Participated in the platform stabilization during deployment.DELIVERED THE TARGET OPERATING MODELLed and completed the Go Smart/Veo Target Operating Model (TOM) to support managers (TM&D Ops) in making better decision to put in place the optimal conditions to reduce organizational and people risks related to the digital transformation of our ordering process. Built the documentation to describe in depth the processes, sub-processes and activities, roles and responsibilities including the governance and resource allocation required for the Digital Operations team. DEFINED THE ADOPTION STRATEGY (CHANGE MANAGEMENT)Defined the Adoption Strategy required to ensure the successful implementation and sustained adoption of the Virtual Engagement Ordering (VEO) platform across the organization. To increase the change management experience, actively facilitating rapid adoption and ensuring the embeddedness of the digital platform, and ensuring formal assessment of the project related to key performance indicators.

The Business Intelligence Executive leads the design and the implementation of solutions that leverage Business Intelligence to deliver growth and productivity. I am responsible for finding innovative ways to leverage information, to transform company processes, to develop new tools and ways of working. My role is a key pillar to ignite the transformation of our processes and to keep innovation at the forefront of our strategy to take advantage of the evolution and challenges related to the Canadian tobacco market.For instance, I lead a main part of the design and implementation of new Virtual Engagement and Electronic Ordering solution (VEO) and the evolution of the narro platform, and the Predictive Analytics initiative. In summary, I am is in charge to bring to life the ‘big ideas’ by leveraging the ‘big data’.Key Result Areas:•Design, develop, and implement the Marketing Business Intelligence projects that supports realization of our vision and business strategy•Review and transform existing business processes for the Marketing group to improve efficiency and effectiveness•Find innovative ways to leverage Business Intelligence to drive business growth and productivity•Build a strong & an effective relationship with MLT members, ELT Members, SPI, Brand Group, TM&D, KA, Marketing Finance, IT, Finance & Planning in order to fully understand the strategy and the business processes. •Liaise with other departmental managers so as to understand all necessary aspects of their business and requirements and to design and implement the optimal processes to address.•Work closely with all functional managers to involve them in BI Projects, get their consensus in the solution design to ensure successful change management and optimal transfer of the project solutions to operations.•Manage the resources to realize BI Project objectives in particular and deliver the business growth in general

Manage the requirements and the development of the narro project (transforming our BI capabilities) Clarify current and future needs aligned with corporate objectivesLead the communication strategyAmbassador of the narro projectManage the change management plan of this new BI solution

Manage the automation and standardization the production of all the Marketing reports.Develop and lead the new BRT software (Brand Reference Table).Manage priorities of reporting requests received and balance the team workload.Train and coach all new members in the reporting group.Improved reports in terms of timely mannerLead the MIN-G project (Global marketing platform from a British American Tobacco project)