Led a team of 50 to spearhead merchandising operations, end-to-end product development and maximise revenue and resources. Directed product price points, forecasts, launch dates and distribution plans. Reviewed category sell-through analysis to assess trends while ensuring fast decision-making. Guided markets to gain insight on consumer behaviours and channel opportunities. Rejuvenated flat lining merchandise sales by introducing new, local, ethnic and cultural products. Built a head office team and created a comprehensive regional merchandising process guide. Personally led a substantial 10 zone training and ideation-to-product launch plan to onboard all aspects of this strategy US-wide. The performance of categories in regional items increased by up to 50%. Managed and implemented an initiative to increase sales performance of a wide range of products which had lacked effective execution at store level. Coordinated meetings with local merchandising staff and VP of zone operations. Introduced a rolling quarterly calendar for both teams to better understand the product development schedule, successful product introduction and store execution. Operations team had better visibility of activity and the success rate increased by more than 15%.

Led global product development programmes and joint sourcing initiatives across 14 countries to better leverage cost advantages against the combined scale of the company. Created a strategy to develop and sell a range of products, starting with own brand wines, out of the Japan and US 7-Eleven to meet the global growth plan. Assembled a team in US and took lead in working with supplier. Liaised with Japan to share strategic directions. Sold an unprecedented one million bottles in the first few months and was later rolled out in Taiwan, Korea, China and Hong Kong as first global PB item. Reduced the global cost base of the company by integrating procurement and product development costs to leverage the international scale of a company acting with a regional mindset. Created and directed a cost reduction strategy which, for example, reduced store building materials by up to 17%. Provided strategic direction in multiple countries including Thailand, Korea, Taiwan, Philippines, Malaysia, China, and Hong Kong. Transformed the negative relationship between 7-Eleven Inc (Licensor) and 7-Eleven China (Licensee) to create the right conditions to facilitate desired global company growth. Worked tirelessly and diplomatically to bring both sides together by articulating concerns and gaining trust. This resulted in a successful visit by the most senior US personalities to China and vastly improved relations. Leveraged improved relations with 7-Eleven China to help turnaround a failing store development programme. Worked with departments within Dallas head office to provide expertise, tools and resource. This resulted in an accelerated Chinese store opening programme, store count rose by 50% with an increased loyalty revenue to US of 12%. Built a culture of teamwork by providing training, development and professional rigour and inspired team members to deliver performance excellence.

Optimized annual marketing plan creation to facilitate global retail business budget allocation, enable comparative analysis and ensure on-time plan submissions by regions. Provided support and expertise to regions and local markets to ensure successful commercial execution of brand strategy and marketing initiatives to maximize company's global market share and revenues. Coordinated a fragmented, independent marketing approach in BP retail operations across multiple countries so that budgets were planned and coordinated to achieve the maximum effect. Worked with each country Head of Marketing to agree common international processes. This resulted in greatly improved Head Office oversight and regional accountability, reducing costs by up to 20%.

Developed a global standard for retailing within BP shops globally. Engaged, consulted, motivated and coached retail organisations in each country in line with the global standard. This created significant benefits in costs and brand growth.

Created a vision for this fledgling business suffering from low store count and poor supply chain leverage. Influenced operations and the store development team to open site clusters where a wider customer base could be established and a suitable vendor partner found. Increased fill rate from 60% to almost 100% and partnered to introduce new categories against the long-term vision of success.

Managed all product sourcing originating outside of Japan. Developed global sourcing strategy and implemented within Ito-Yokado Group (now Seven & i Holdings Co., Ltd.). Represented Ito-Yokado Group on all executive-level communications and meetings with strategic alliance partner, Metro Germany.