Responsible for driving profit contribution through operational, financial, commercial, quality control and managerial oversight. Also responsible for representing the company’s overall business day-to-day / Business as Usual (BAU) programmes and working to develop and affect change. On a daily basis, driving production by managing staff (QC, operations, engineers and warehousing) in line with sales targets and establishing and accomplishing broader business objectives.

Maternity cover contracted position.

Consulting with 130 family business. Improvements and business turn-around strategies include: new warehousing, new computer system, improved efficiency with SAGE pay and payroll, new employee clock-in system, reduction in fixed costs through supplier renegotiation and supplier changes, implemented numerous CAPEX and production efficiency changes. Implemented new employee contracts, ongoing recruitment and replacement of key individuals to improve business continuity. Implemented quality control procedures, regular team and management meetings, produce and analyse monthly financial accounts to facilitate shorter-term financial visibility. Successfully achieved global third-party audit accreditations (GMP, BRC/RILA, SEDEX, and RSPO).

After working for Venture Photography for almost a year as a consultant/director with Brand Loyal Ltd, the business invited me to join the board for a one year contract to help shape and evolve the franchise high-end photographic business model and manage their brand and commercial strategy. Deliverables included:• Developing and launching a new international website with a sophisticated Content Management System (Episerver) appropriate for a franchise and international business model (£85k investment) enabling more seamless brand control, improving franchisee commercial arrangements and facilitating improvements to both internal and consumer communications.• Presenting Venture’s new brand strategy to over 150 people and the press at a Gallery Event in London, March, 2010.• Developing strategy for new digital customer loyalty programme for targeting new customers and engaging existing ones. • Launching new brand look and feel in 4 countries to incorporate a softer, more feminine, unique design.• Strategy and management of PR and Marketing Franchisor marketing budget of £600k+.• Day-to-day involvement in building buy-in and managing relationships with 50+ franchised photographic studios in the UK, Hong Kong, the United States and Ireland.

With over 18 years marketing, retail, and direct channel experience, I launched Brand Loyal Ltd. The objective was to tap into my existing previous skills and assist business in marketing, strategy, ecommerce and or retail trade strategy. Over the course of one year, I had 3 clients. Each client was unique but all involved assessing, developing and implementing marketing and /or commercial strategies in line with the board’s needs. Main client, Venture Photography (2/3 of time): was responsible for consumer research and eventual brand redesign and relaunch in four countries plus specing and launching a new £85k website with a sophisticated back-end system to better manage the franchisee relationship under the remits of the franchisor’s brand strategy to facilitate short and long-term control and growth. www.venturephotography.co.uk

• Responsible for developing and enhancing the online customer roadmap and ensuring cross-channel brand consistency while championing Direct Channel sales.• Increased average order value (AOV) in past year from £88 to £105, conversion from 1.3% to 1.6% through improved site search, navigation, home page and merchandising.• Implemented Nedstat site analytics, Celebros site search, Liveperson Pro (live chat), 3D secure / fraud screening, Scene7 photo imaging, and video streaming.• Digital marketing: trialed PPC, eshot strategy, banner placement & more recently SEO.• October 2007, implemented plastic gift cards for multi-channel purchase and redemption. Results: for every £1 purchased, £2 is spent by recipient. +44% YOY total issue value. August 2008 implemented egift cards (online gift cards). Success translated in higher purchase value at £70 (+ £20 over plastic). • Championed product extension business proposition (e.g. not ranged in store) to increase AOV, conversion rate and customer lifecycle. 100 ‘extended products’ launching Jan to March 2009.• Developed strategies to increase customer multi-channel basket and online conversion rate, AOV and customer Life Time Value. Recent developments include: implementation of gift wrapping (one of 20% of online retailers offering this service), personalisation (name embroidering of gift products), and baby gift lists & wish lists.• Launched Republic of Ireland’s Mail Order Business in 2007 to create system and procedures for Direct-to-Customer product dispatches and Customer Care infrastructure for eventual launch of Ireland website.• Undertook strategic review to determine best platform / software language to provide international ecommerce growth. New website development and design roadmap strategy agreed with board to significantly improve online customer experience and improve category specific sales. • Monthly presentations to the Holdings Board with commercial, operational and strategic updates.

After 15 months as Associate Retail Commercial Director, was promoted to Marketing Director. Responsibilities included brand strategy and retail marketing and PR. Recruited, developed and managed a marketing team eventually comprising approximately 25 people. Responsibilities also included: semi-annual corporate catalogue and fashion catalogues, POS, visual merchandising including store design and layout and product marketing. In this role, I implemented a bottom-up marketing plan with financial targets based on expenditure and also developed the Direct-to-Customer Channels.• Regular presentations to Holdings Board on Marketing initiatives; became a strong ‘customer-first champion’ with ultimate aim to deepen and extend the customer lifecycle / drive sales• Instrumental in delivering new ‘After-sales policy’, new ‘model store design and layout’ • Developed and delivered strategy to move ‘glossy coffee table catalogue’ to a mail order business and launched a transactional website including team recruitment.

In this role I was responsible for:• Recruiting and managing the retail commercial team including replenishers and planners/ merchandisers, retail marketing, visual merchandising and assisting with recruitment of all store managers and regional managers.• Responsible for improving POS, in-store customer and internal communication in line with the retail trade calendar presented by me and agreed with the Holdings Board six months in advance.• Overhauled ticketing system to reduce costs, decrease errors and improve trade within the stores to be able to better react to price reductions.• Responsible for creating local marketing program for 18 stores and marketing launch program for store openings.• Expanded head office and store Visual Merchandising team to implement clear store planograms in line with retail trade calendar to ensure brand consistency.• Worked alongside the Retail Operations Director and Area Managers to ensure that commercial initiatives were well delivered in line with resources.• Worked with external interior design agency and the Holdings Board to develop a model ‘store design’ for both UK and international franchisee growth.• Presented to Holdings Board monthly.

Recruiting and managing the retail commercial team including replenishers and planners/ merchandisers, retail marketing, visual merchandising and assisting with recruitment of all store managers and regional managers.Responsible for improving POS, in-store customer and internal communication in line with the retail trade calendar presented by me and agreed with the Holdings Board six months in advance.Overhauled ticketing system to reduce costs, decrease errors and improve trade within the stores to be able to better react to price reductions.Responsible for creating local marketing program for 18 stores and marketing launch program for store openings.Expanded head office and store Visual Merchandising team to implement clear store planograms in line with retail trade calendar to ensure brand consistency.Worked alongside the Retail Operations Director and Area Managers to ensure that commercial initiatives were well delivered in line with resources.Worked with external interior design agency and the Holdings Board to develop a model 'store design' for both UK and international franchisee growth.Presented to Holdings Board monthly.; Webevents markets and sells online trade exhibitions on a software on proprietary platform. During my Directorship, the business grew organically by £1million to over £2m in revenue within year 2. Role included ongoing strategy and management of the development of the Webevents product / system both internally and externally to ensure ongoing success.Managed relationship with key international partners including partnership negotiations and account management with the directors at Reed Exhibitions, a multi-billion pound company who partnered with Webevents' to replicate selected physical exhibitions online. Responsible for ongoing business-to-business account management with senior business executives and building buy-in with the partnership organisations.

Tech start-up focusing on the MBA recruitment market. Responsible for development and execution of business plan and all elements of the marketing strategy.Wrote marketing plan for UK launch of Internet recruitment web site benchmarked against revenue targets.Responsibilities also included: customer segmentation analysis, focus group research, developing business school relationships, writing customer communication material, negotiating and developing relationships with UK call centers, and negotiating contracts with PR and advertising agencies.Wrote business plan for pitch for venture capital funding.

Developed account team business revenue model for 2000 based on Europe, Middle East and Africa (EMEA) syrup volume initiatives.Assisted with launch strategy for Frozen Coca-Cola Brands (FCCB) for feasibility designated restaurants including: profitability analysis, sales videos development, enhancing franchisee relations, POS merchandising material, and process and procedures for product implementation.

Developed and Implemented the Feasibility and Market Test of Frozen Coca-Cola Brands (FCCB) in 200 Burger King Restaurants across the United States.Responsible for achieving Burger King and Franchisee "buy-in" to rollout product through regular meetings and updates on the marketing, operations and consumer acceptance testing.Responsible for product positioning, profitability analysis, product distribution, rollout automation, plastic cup supplier relations, and management of project team of 10 people.Developed marketing and product position strategy. Worked in an operational capacity to implement FCCB into the restaurants' product ordering system including: PET cups supplies, Coca-Cola syrup, merchandising material, CO2 and water replacements. Developed Burger King Franchisee sales video and regularly presented to large BK franchisee audiences of over 100 people including: Franchisee Owners, Operational Directors, and Restaurant Managers.

Promoted to launch Central Europe's first unsecured personal loan worth up to $20,000 with three-day loan disbursal time. Existing market loans available were for $150 and took three months to process. Responsible for developing strategy and launching personal loan within 6 months with no central credit bureau support and dynamic legal environment. Had full P&L responsibility.Responsible for market segmentation, direct marketing and advertising programmes including billboard campaigns, radio and print media. Responsibilities also included telephone IVR enhancements and web application accessibility.Flown to four Citigroup countries to develop brand, distribution and operational strategy for Hungary. Managed product launch coordination with credit, operations, treasury, financial control, advertising and media buying agencies. Developed Loan By Phone department and hired and trained 20 telephone employees. Developed Loan Disbursal department, managed four employees and wrote training manuals for front-line colleagues. Acquired and booked over 200 unsecured loans in second month. Was one of the most profitable and successful launches within Citigroup Hungary's product portfolio.Developed integrated marketing plans, implementation processes and procedures for 2 additional loans.

Promoted to position responsible for acquiring and retaining existing customers and launching CD or Time Deposit product, including account opening and competitor bank account closing packs. Analysed target market segments and monitored competitor activity.Developed branch cross-sell incentive program, to deepen customer relationships.Responsible for customer communication as well as branch & CitiPhone training for regular banking regulation changes and product enhancement.Launch of Citigroup's Global Services programme and training over 80 employees.Worked with external advertising agencies for print, billboard and TV campaigns.

Selected to new 13-member launch team to set up Citigroup's first consumer bank in Central Europe.Responsible for customer segmentation and launching a product portfolio in tune with customer needs. Developed overall branch merchandising design including signage, merchandising material and ATM vestibule.Developed marketing program including: brochures, branch merchandising, account opening packs, and direct marketing and advertising programs.Acquired 5,000 new accounts within 1 year, one of Citigroup's more successful launches.

While teaching also took personal initiative and founded The First Annual Zoo Run in Veszprém (1993), a non-profit 5 kilometer race raising money for one of Hungary's three zoos. Last heard, race was still in full operation in 2006.