Mentor Group help our clients to learn, practice and embed sustainable sales training through world class people, process and technology.We redefine sales training with a modern end-to-end curriculum, cutting-edge technology, and world-class trainers. Our unique 'Learn, Practice, Embed' framework delivers a holistic solution that modernises sales training. Clients worldwide have achieved measurable outcomes with us—accelerated sales, quicker revenue realisation, and enhanced talent acquisition and retention.

→ The RoleHaving founded Trekkers UK in 2010, I lead negotiation of contracts with key suppliers, including procurement of stock from key suppliers, and the management of inbound and outbound logistics contacts. In a similar vein, I created win-win strategies through collaborating with suppliers in the development of bespoke product ranges & commercial plans, and direct processes for developing and managing key sales channels within the UK and overseas. I am pleased that my planning and implementing of go to market on-line and off-line marketing and brand strategies ensured consistently strong return on investment. Underpinning all of this is my work to assure good governance in the management of resources, and this includes holding budgetary control and managing seasonal staff requirements. I also analysed trading results and patterns on a daily basis and implemented corrective actions as required. → The Results• Oversaw all aspects of company establishment and growth to realise net turnover of £7M and net profit of £840k • Steered corporate success resulting in  an invitation to become one of Amazon’s first Prime Partners, as its largest seller of Berghaus, Brasher and Sprayway apparel  a request to pioneer eBay’s global selling programme, as its fastest growing outdoor apparel seller in Trekkers’ first five years of trading, selling products into over 70 countries and receiving 100% customer satisfaction feedback• Achieved top market share in Australia, Israel, and Russia, and the company’s position as a top-ten account by revenue for Berghaus and Regatta• Led the development of the company website, retaining first-page Google rankings on key categories and products

→ The Role with Commercial Responsibility for the following Brands: Alba, Bush, Grundig, Disney, iluv, Roadstar, Ministry of SoundThe role centred on managing the planning of investment, procurement and product management of digital products and technologies to support retail in the UK and Europe. Full accountability lay with me for the achievement of the £700m sales, profit and stock targets, and managing open-to-buy and procurement contracts, as well as devising a distribution and product strategy governing European business. A key aspect of my work was directing the management of trading through fifty key retail partners, representing over 2500 UK retail outlets. This encompassed overseeing partners’ product, pricing and category mix, and assessing turnover, P&L and stock levels in order to take corrective action if budgeted targets were not met. In a similar vein, I analysed Group metrics including trading results and patterns, market data and ROI from marketing and merchandising campaigns. Behind the scenes, I led the operational activity and ensured deliver on KPIs by a multi-disciplinary team of 25 comprising national account managers, procurement managers and product marketing planners. → The Results• Played a key role in returning the UK business back to profitability due to  introducing new digital categories and technologies with 50%+ market share being profitably achieved in key product sectors renegotiating profitable terms and conditions with key customers managing exit from unprofitable accounts and product sectors targeting marketing and merchandising programmes to generate strong return on investment managing warehouse stock levels to an average product-line stock-churn of 30 days• Directed implementation of the Group’s marketing and PR programme to boost brand awareness to top position in key market sectors

On being Head Hunted for this role, I directed all aspects of bringing Grundig back to the UK market after a 20 year absence with an annual turnover responsibility of £24M and a £1M marketing budget. This included shaping the Group’s three-year strategy, as well as developing new long-term profitable sales channels and overseeing the creation and implementation of a brand and product proposition to complement other Group brands. On a day-to-day basis, I managed the operational activity of a team of three direct reports, comprising one national account manager, one procurement executive and one marketing manager.

Annual Turnover Responsibility £300 million – Marketing Budget £20 million

Annual Turnover Responsibility £200 million – Marketing Budget £15 million

Annual Turnover Responsibility £150 million – Marketing Budget £3 million

Annual Turnover Responsibility £80 million – Marketing Budget £2 million

Annual Turnover Responsibility £35 million – Marketing Budget £1 million