Sellside Group is a management consulting company focused on M&A that works with either buyers or sellers through a multi-step process of preparation, search, closing and integration. We help business owners and management teams, grow the value of their businesses by bringing in strategic and financial partners, acquire suitable targets or sell their company.

Top Growth offers business consulting, fundraising and investment services to SMEs with a focus on clean energy, waste management, FMCG and healthcare.

The VAB is a senior panel of executives (CEO's, founders and investors) focused on Advisory, Board/Non-Executive roles.

GOLD's mission is to take successful athletes and corporations to the next level of performance. We decode the performance formula, break down the component parts to optimize each one and then stitch them seamlessly back together. We help our clients go from really good to world class.

External senior advisor to the deal team, evaluating European and Iberian acquisition targets, assessing target companies business health, growth potential and valuation.

Advised on prospective deals and provided support on the business case validation, asset valuation, growth & international expansion planning, Route-to-market and manufacturing network set-up in the FMCG sector.

Full P&L responsibility for the Glaxosmithkline Consumer Healthcare business in Southern Europe (France, Italy, Spain, Portugal, Greece, Israel, Maghreb and French West Africa) with sales >800M euro - Leading a team of 850 people. The key deliverable was to disproportionately grow share of priority Power brands while improving overall business profitability. This was achieved by strategically allocating resources across markets and brands, step-changing execution at the POS and accelerating digital connection to end consumer.

Led the new, integrated Glaxosmithkline Consumer Healthcare operation in Spain and Portugal (merge of Glaxosmithkline and Novartis Consumer healthcare). The integration in Spain was challenging due to the complexity of dual locations (Barcelona and Madrid) and the risk of key talent and knowledge loss. We overachieved plan target, grew at 3 times the market while improving employee engagement scores in both countries.

We turned around the business and subsequently grew well ahead of market in the midst of the Spain economic crisis. This was achieved by improving our cross-functional teamwork, creating efficiencies and redirecting investments in winning brands. We inspired the Iberia team to dream big, work hard and be proud to deliver against challenging targets.

I joined GSK with a mandate to lead the Greek team based on values and to create a winning team and business. We took advantage of the Greek country economic crisis to reset our cost structure reshaping our P&L, directed focus and investment behind brands with right-to-win and empowered the team holding them accountable for their business and performance. The result was an impressive growth well ahead of target in top and bottom line and a transformation in the company culture.

I joined the Global Leadership team reporting to the Managing Director. The mandate was to radically accelerate the new product development cycle by 35% making the R&D and Marketing teams more agile, operating as ONE team and being closer to the pulse of the customers. We strategically evolved our range towards environmentally friendly products, received the Procool prestigious environmental award and delivered an impressive growth of our global market share by 4 pp.

This was a turnaround project where I was brought in to reverse the sales decline and to take advantage of a transformative external environment accelerated by a Walmart acquisition. We restructured the team into customer-facing Multifunctional Selling Teams, set strict management and control of Trade investment behind win-win projects and we improved investment efficiency and customer service while generating topline growth and Oral Care share gains. We also received the Walmart Vendor of the Year award.

I led the creation of the Customer Marketing function in the 16 LATAM markets by bringing new talent, putting a cross-functional commercial process in place and redesigning Go-to-market strategies and prioritizing trade investment resource allocation behind pay-for-performance plans. We accelerated Category Management plans execution prioritized shopper research behind top customers and channels resulting in Oral Care share growth and strengthening of our Leadership position across the Division.

This was my first customer-facing role where I led the sales function for 1/3 of the company business. We overachieved targets in sales and profitability by focusing on business driving activities at the POS and ensuring customers´ adherence to agreed plans.

I led the transition from Trade Marketing to Customer Marketing creating the new function with a focus on Trade investment efficiency, POS execution excellence, data and analytics insight generation and Category Management partnerships with key customers.

I reshaped the P&L and improved margin by 4pp in Oral Health (OHC) and 7pp in Personal Care (PC) through product mix and promotion management. After reinvesting part of the savings we accelerated our market share growth, we developed the first CRM database and initiated Direct marketing activities for the OHC range.In addition to leading the Greek OHC and PC marketing teams, I also led the development and pan-European launch of a new line of liquid 2in1 toothpastes.