Good Earth was my first real adventure out of the corporate world. I accepted the job without a JD and without a role title - all I had was an assurance from a friend working with the company that the owners were nice people. When I joined, I found myself focusing mostly on purchasing and logistics. I started looking at how stock was transported. I contacted new freight forwarders, asked for quotes, and renegotiated rates + credit terms. I also looked into maximising freight by… Show more Good Earth was my first real adventure out of the corporate world. I accepted the job without a JD and without a role title - all I had was an assurance from a friend working with the company that the owners were nice people. When I joined, I found myself focusing mostly on purchasing and logistics. I started looking at how stock was transported. I contacted new freight forwarders, asked for quotes, and renegotiated rates + credit terms. I also looked into maximising freight by re-engineering our reordering system (i.e. I made sure I was maximising pallet space and working just in time). The Shireburn Purchasing module was next - it was not being used and it had to because I needed stocks to be accounted for properly. The Purchasing module facilitated the management of profits since it became easier to track loss makers. Moreover, by means of the module, I gained product traceability and was able to trace back original supplier from a finished product's lot number.The beauty of working in a small company is that it presents various learning possibilities. I succeeded in building a structure in the purchasing/logistics department and the owners involved me into other areas of the business to replicate what I've done with purchasing. I started by looking at our outdated cost-up pricing and benchmarked our pricing versus competitors. I analysed product formats, key account contractual discounts, competitors' promotional activities and in collaboration with our sales & marketing team, came up with measures how to win in the marketplace.I also take care of part of our export business, serve as the legal liaison for the company and handle most of the company's recruitment. The role is varied but it gives me the possibility to work out where the company sits in the bigger picture. My main responsibility how I see it is that of using the right statistics and creating well-structured processes that keep everyone aligned. Show less

The primary responsibilities attached to the role were strategic planning & brand development of the Purina pet food category with the main objective of becoming the customer's number one choice in this business.Main duties included developing, implementing and reviewing marketing plans, accountability for P&L and market research.

I joined Nestlé Malta in 2009 in a completely new role for the company. The company needed a field person who could realise the brand vision in-store and secure a premium shopping experience for Nestlé brands. I co-ordinated the grocery channel merchandising team and was responsible for achieving sales yearly targets and maintaining Nestlé in-store execution corporate standards.

Activating an outlet brings the brand essence to life in store and the ultimate objective is to increase impulse purchase, revenue and turnover per channel. The soft-drink category is a high impulse purchase driven category and the right branding, portfolio, secondary impulse purchase points, product displays and exemplary in store execution are all necessary in attaining market leadership of very important brands such as Coca-Cola, Sprite, Fanta, Powerade, Stella Artois etc. The biggest… Show more Activating an outlet brings the brand essence to life in store and the ultimate objective is to increase impulse purchase, revenue and turnover per channel. The soft-drink category is a high impulse purchase driven category and the right branding, portfolio, secondary impulse purchase points, product displays and exemplary in store execution are all necessary in attaining market leadership of very important brands such as Coca-Cola, Sprite, Fanta, Powerade, Stella Artois etc. The biggest challenge in this role was market liberalization and the overwhelming parallel competition that this created.Main duties included:a) Formulating Outlet Activation Standard depending on purchase occasion;b) Budgeting and planning for the liberalisation phase;c) Training 24 activators on the new set of standards and coaching them on customer approach;d) Analytically reviewing the various activation sub-projects with the aim of improving future decisions and also taking remedial action. Show less

Responsible for brand communication of the non-carbonated drinks portfolio; Kristal, Powerade, Burn Energy Drink & Stella Artois. My duties in this role incorporated:▪ Developing annual brand plans and sales growth drivers;▪ Monitoring the execution of marketing initiatives and conduct post campaign analysis;▪ Researching and reporting on external opportunities;▪ Understanding current consumer profile; ▪ Managing the in-house design, media suppliers and other third party… Show more Responsible for brand communication of the non-carbonated drinks portfolio; Kristal, Powerade, Burn Energy Drink & Stella Artois. My duties in this role incorporated:▪ Developing annual brand plans and sales growth drivers;▪ Monitoring the execution of marketing initiatives and conduct post campaign analysis;▪ Researching and reporting on external opportunities;▪ Understanding current consumer profile; ▪ Managing the in-house design, media suppliers and other third party promotion partners; ▪ Supporting the development of the brand through the Innovation & Renovation strategy;▪ Identifying new business opportunities to exploit the market’s potential. Show less

Started as a travel advisor with NSTS which is a specialised student/youth travel agency and after 2 years got promoted to Campus office coordinator. In my fourth year at NSTS I was entrusted with managing the outbound travel retail sales of both the campus and Valletta office. The main responsibilities were managing the day-to-day operations and leading a team of six travel advisors.