Start-up helping people eat their fruit and veg in a sustainable and convenient way.kencko became multichannel, selling both in DTC, retail and wholesale. With the increase in complexity, my role focuses in logistics. Responsible for stocks management and transportation, as well as planning - Leadership of a team of 5, with 3 direct reports- Created the kitting planning process and overall responsibility for it- Stocks coverage KPIs management- 3PL management (in the USA)- Responsible for air, road and sea transportation of finished goods (inbound and outbound)- Coordinated logistics to start selling in 3 of the top US retailers (Walmart, Target and SAMs Club)

Responsible for ensuring finished goods stock is well managed, orders are correctly and timely prepared across two fulfilment centres, and that they arrive at our customers’ doors (DTC channel only).- Leadership of a team of 20-25 people with 3 direct reports (stock of finished goods, fulfilment and outbound and inbound shipping)- Continue to lead the operations team through company growth and across two different fulfilment centres in different continents which involved inbound shipping- Led the operations team through the launch of two new markets- Took the team through a change of warehouse location to a much bigger one- Experienced the implementation of an ERP

Responsible for ensuring finished goods stock is well managed, orders are correctly and timely prepared and that they arrive at our customers’ doors (DTC channel only).- Led a team of 20-25 people with 3 direct reports (stock of finished goods, fulfilment and outbound shipping)- Took operations from 1 to 3 product categories, 80% growth in SKUs and 50% growth in number of daily D2C orders - Improved efficiency: 25% increase in fulfilment productivity (ie. average number of orders fulfilled per person)- Restructured the shift workers’ team by changing working hours, shift model and holiday management model - Led the design of a new fulfilment floor

Leadership for Impact is a Knowledge Centre at Nova SBE. It produces and disseminates knowledge about sustainability as a business (triple bottom line).- Member of the executive commission - Business model: identification of opportunities to help diversify our revenue streams - Product: development of new educational programmes, their go to market strategy and ensuring preparation of commercial teams - Knowledge dissemination: ensuring our research features in our different educational programmes

4,5 months travelling through Thailand, Cambodia, Laos and Indonesia, which included 2 weeks teaching English.

EdTech start-up in the scaling phase. Leading the expansion of Third Space Learning into the Further Education sector.- Market analysis: benchmarking, market research, and opportunity identification;- Product: value proposition definition, product requirements for new business area, pricing;- Market validation: sales and management of 3 pilots;- Operations: management of all operations, including onboarding and customer support

EdTech start-up in the scaling phase. Two folded role: organisational development and project management of new business opportunities. - Planning process: continuous improvement of the planning process (OKRs) introduced in the previous role- Recruitment: development of a decentralised recruitment process owned by hiring managers; continuous support to recruitment in the form of advice - New business: explore a new business opportunity in the Further Education sector.

EdTech start-up in the scaling phase. Overall responsibility for the talent strategy which ranges from recruitment and organisational culture to professional development.- Recruitment: development and implementation of a recruitment model; recruitment of 12 permanent roles (business roles, teachers and developers) and 4 part-time positions- Company induction: development and implementation of a company onboarding process for new joiners - Planning process: implementation of a planning process (OKRs) across the company, which includes our two offices (London and Colombo) and around 45 people

Two month project, working with the recruitment of Associates for the October 2015 On Purpose cohort. Main responsibilities: data analysis (Google Analytics) to define promotion strategy; definition and management of promotion strategy, including social media management and event management; development of frameworks to track social media and recruitment on a weekly basis.

As part of the On Purpose programme I worked on the financial sustainability strategy of a new project: a global network for organisations that support social entrepreneurs (GSEN).- Fundraising: research & segmentation of potential funders (100+ foundations, companies and institutions); led and managed the successful bidding process for a £99,500 project, funded by Erasmus, an European Union programme;- Financial model development: worked on developing the membership fee model of the network which is part of the 4 year strategy to become a financially sustainable project.

The On Purpose program is a highly competitive, one-year leadership development program for the social enterprise sector which seeks to find and then develop young professionals. The program combines paid consultancy set within social impact organisations (two 6 month placements) and also tailored leadership and management skills training (4 hours’ training per week and regular sessions with a mentor and executive coach).My first six-month placement was at Marks & Spencer (marksandspencer.com), followed by another six-month placement at UnLtd (unltd.org.uk).

This role was part of the On Purpose Programme and I was part of the sustainability team of the food business at M&S.- Project management: planning and execution of 4 projects that aimed to communicate the business´ sustainability programme to more than 400 suppliers; management of 3 training programmes for suppliers in the 3rd and 4th tier;- Internal consultancy: analyses of the approach to Ethical Trade, development of a report with the key findings and recommendations, and presentation to the head of the team.

Associate at a strategic HR consultancy company.- Project management: planning and execution of 3 projects for multinational clients - Nespresso, L’Oréal and Bacardi-Martini;- Development of proposals: development of concepts for several projects which were presented to clients

Led a team of 6 people which was responsible for developing and implementing strategy in a leadership development organisation with 11 local offices and around 600 members.- Performance management: designed and implemented strategies that let to 56% growth in exchange experiences and 45% increase in revenues;- Planning & tracking: development, implementation and management of a new national and local planning process for the organisation; developed a framework for results’ measurement and tracked them;- Financial overseeing: development of a new financial model; financial overseeing of a budget of 210.000€;- Leadership development: development and implementation of a Leadership Program enhancing organisational growth through behavioural change; - Governance and accountability: creation and management of a new Board of Advisors; management of governance bodies; fiscal and legal management of the entire organisation.- Reporting to global plenary: ensuring tracking and reporting on the delivery of the biggest international conference AIESEC hosts (500.000€ budget and 600 delegates).

Responsible for the implementation of the national strategy at local level and support the local offices’ growth. - Internal strategic consultancy: development and implementation of a model to scale down the national strategy; consultancy services to 5 local offices in the fields of strategy, management and leadership;- Planning & tracking: development of a new local planning process;- Conference content design and management: responsible for the national conferences content (with audiences of 100 people) and achieving their objectives; management of the teams which delivered the sessions.- Recruitment & selection: development and implementation of a new interview model improving the selection process.