Primary responsibility is to design and implement the sales strategy within the current and prospective customer base in order to meet the company’s strategic sales plans, focussing on the continued development of a successful commercial and brand building business unit of Asahi UK. The key outputs and accountabilities are:Gross Margin & Volume Growth• To develop Asahi share of both margin & volume within the designated account base.• Responsible for managing, maintaining and growing existing free trade draught distribution and composite category growth.• Delivery of the brand activation plans of ‘own brand’ portfolio, driving visibility, ROS and the perfect brand experience for consumers in group accounts.• A growth mindset to achieve both individual & company targets are meet.Account Base Management• To manage your existing account base through regular customer reviews using CRM.• Understand your accounts & build excellent working relationships with your customers.• Identify ‘own brand’ opportunities.• Offer and develop a full service to maximise all category opportunities.• Ensure that all accounts are profitable and hit trading requirements.• To develop customer partnerships through effective targeting of all available resources, including attendance at events as appropriate.Client Relationships• Specific responsibility for building and maintaining key account relationships. • To develop a prospect pipeline and a clear plan of how to win new business to ensure you maintain a positive net account base • Hold staff product training sessionsCross Functional Working• To build effective inter-departmental relationships and an understanding of the business to use the resources available to maximise opportunities.• To build great working relationships with Suppliers and internal staff to maximise customer satisfaction & profit opportunities.

The primary responsibility of this role was managing 6 strategic national restaurant groups within the casual dining sector in the UK. The goal was to develop a growth plan across the ledger through commercial excellence and superior relationships at all levels. This was achieved by analysing customer’s sales data, identifying risks & opportunities, and turning these insights into action plans. The outputs were to drive increased brand availability, develop perfect store layouts, design tailor-made promotions and quality joint business plans for each fascia. The key outputs and accountabilities• Develop, negotiate, and maintain key commercial partnerships and agreements• Regular trade visits to understand what’s happening at store level• Develop and deliver against commercial objectives on ROS & distribution for key customers.• Drive rate of sale growth through facilitating a robust and broad contact/engagement strategy.• Identification of customer opportunities to develop the account and the creation of commercial and activation solutions to drive rate of sale and presence of AUK brands.• Facilitate head office support and best use of resource network internally and externally to implement activation plan and deliver bespoke quality training programmes.• Management of key external and internal stakeholder relationships at all levels, developed with energy, positivity, passion and strong commercial & category awareness.• Manage and maintain SKU volume, NPR and GM forecasting.• Manage trade Investment budget in line with contractual terms and commercial plans and evaluate the effectiveness of activity.• Manage complexity through efficient planning, resource allocation and project management.• Track and report sales out by account to identify and address issues and opportunities. • Liaise with Customer Marketing, Insight & Marketing to share insight on customer, consumer and competition & tailor & lead the evaluation of key sales driver led activations.

Major achievements• Website optimization and updating content helped grow online sales by 194%, increase AOV by 11% which all helped contributed to operational efficiency by 46%• Proud to be awarded a BrightPearl Lighting award for being one of the top 50 fastest growing e-commerce business in the UK in 2020 (204% revenue growth over 2.5 years)• Improved TrustPilot score from 4.6 to 4.9 by putting the customer at the heart of everything and built a strong high performance team. A key contribution was developing a strong e-commerce trading culture Key outputs• Held quarterly account reviews with the top 10 resellers to identify key trends• Built a strong collaborating culture between sales, customer service, operations, and marketing• Developed and delivered effective sales, marketing, operational and commercial strategies to drive rate of sale, improve AOV, deliver operational efficiency and improve customer services ratings.• Negotiated, and maintained key commercial partnerships and agreements with 3rd party courier's • Undertook root causes analysis to develop insights to solve the business problem and mitigate key business challenges • Building future sales pipeline by developing new products• Managed and motivated the cross functional team by holding weekly meetings ,conduct monthly 1 on 1’s and created a safe, secure and inclusive culture for all• Conducted a market potential study to deliver sales growth by finding new resellers and onboarding them• Responsible for short and long-term planning and ordering stock for the various SKU’s• Developed and analysed the daily KPI’s to looks for insights, trends and wastage• Responsibility for the daily operations and flow of information to ensure all staff were informed • Provided development and management of direct reports • Drafted the annual business plan• Responsible for P&L and EBITDA growth

I developed effective sales tools to escalate revenues and steer brand expansion initiatives in EMEA markets.➝ Role FocusI devised beer category selling stories and pictures of perfect store to expand APB's (Asahi Premium Brands) portfolio for Switzerland, France, Sweden, Spain, Chile, and South Africa. ➝ Key Outcomes ☛ I aided in the formulation of geo-local intelligence solutions to identify prospective customers.☛ I created retail margin calculator, enabling sales reps to secure new outlets effectively.

The primary responsibility of this role to develop a new Route-to-Market strategy in Tanzania to allow smaller entrepreneurs to enter the market allowing them to significantly reduce the recommended retail price making it affordable female consumers. Devised the perfect store, pricing and promotions to aid small retail businesses. I analysed various distribution channels in Tanzania to restructure Route-to-Market Distribution Channel.➝ Role FocusI created models to support small businesses in volume expansion and consumer affordability. I partnered with local distributors and sales reps to devise a market activation campaign.➝ Key Outcomes ☛ I facilitated partnerships between entrepreneurs and private sector to slash retail prices by 38%.☛ I established clear policy and practice shifts for both public and private sectors.

I collaborated with Country Director to formulate local market strategies and represent sales department at various meetings, including pricing, designing, demand planning, promotions, and NPD.➝ Role FocusI managed independent retailers and employed outlet segmentation, geographical gaps, and opposition areas statistics to develop new KPIs. I fostered robust relationships with existing portfolio of key accounts and conducted monthly account reviews to devise and delivered tailored strategies. I inspired, motivate and managed 91 heads across multi sites.➝ Key Outcomes ☛ Ranked among top three Sales teams in Africa and won Managing Director's Award in 2015 and 2016. ☛ Increased EBIT by 17% as compared to previous year improved sales revenues by 21%.☛ Enhanced market share from 89.4% to 93.1% by improving in-trade execution from 61% to 87%.Key outputs• Visited independent retailers with sales teams gathering insights on current sales trends • Lead sales optimisation across various channels • Ensure that the sales managers leveraged channels, portfolio and POS• Sales growth mindset to achieved sales targets and KPI's.• Worked closely with the Country Director to define local sales strategies and represented sales department at various cross functional meetings (demand planning, NPD, Pricing) • Motivated the sales teams by holding weekly meetings and conduct monthly 1 on 1’s, backed up with quarterly performance reviews. • Increased the number of sales serviced outlets by conducting outlet segmentation and geographical mapping• Created a high-performance sales team through performance management, product knowledge, on-the-job and classroom training.• Increased core competency from 43% to 90% by holding quarterly training sessions, which allowed the reps to be a more effective in the trade.• Designed a robust Route-to-Consumer (RTC) strategy with the trade marketing department to enhance brand and channel strategies overall performance.

I supervised eight directs (4 *Sales managers, 4* Depot managers), teams to delivered and sell a diverse range of products in different markets, including Coca-Cola carbonated soft drinks, clear beer and energy drinks multi sites.➝ Role FocusI revamped entire fleet mix of 35 trucks from small drop to large drop to streamline fleet and truck capacity management. I ensured correct stock delivery to key customers and pooled resources with regional senior Coca-Cola team to contrive annual and quarterly Joint business plan (JBP). ➝ Key Outcomes ☛ I increased distributors by 28 by establishing three brand new depots in rural territories and executing RTM/GTM strategy, delivering 57% volume growth.☛ I won Managing Director's Award for being one of top three Sales & Operational teams in Africa in 2014.• Designed and rolled out sales academies which led to improved competency of the team from 40% to 93% and improved customer service results to 93%.• Develop and delivered effective operational and commercial strategies to mitigate against key business challenges• Develop, negotiate, and maintain key commercial partnerships and agreements• Built, developed and motivated a high-performance winning leadership teams• Built a customer focussed, safe, secure, and inclusive culture for all• Identified the root causes through critically analyse, and solved the business problems• Improved in-trade execution from 32% to 88% while focusing on competitor areas allowing market share growth from 86.8% to 89.5%.• Liaised with production and operations to ensure seamless delivery of the correct stock at the correct location to key customers.• Used quarterly town hall meetings to promote business continuity, results and plans to secure market share and enable a consistently highly professional presence.• Delivered a 13% variable savings (£36 000) by focusing on loss control, integration, productivity and SOP's across the warehousing, sales and distribution teams.

The main purpose for the job was turn the region around by providing strong leadership, delivering sustainable organic growth, managing costs tightly, driving profitability and operational efficiencies to meet the agreed P&L commitments.• Delivered organic growth across seven product channels that included Armed Response, Guarding, Fire Systems, Localized Security Schemes, EAS, Technical and CCTV• Innate ability to identify market gaps which create growth opportunities for increasing penetration through proven sales channels and incentives• Streamlined financial accountabilities that included the annual business plan for the region, focused forecasting to ensure set budgets and controlled costs to maintain profits• Developed a team of high achievers who collectively ensured the best practices to improve the customer experience that included operational efficiencies, service delivery, engagement, training and technology• Ensured complete compliance with Sarbanes Oxley and ADT National Policies through the robust implementation and ongoing maintenance of business systems and procedures• Improved customer retention by strengthening the levels of service throughout the region thereby reducing the overall attrition rateKey Achievement:• Turnaround of the region from -18% net profit in 2010 to delivering a profit of 28% in 2012

• Achieved multiple levels of responsibility starting with Executive Director of Earthstone followed by the CEO role in 2008 while simultaneously given the additional role of Project Manager• CEO role included the responsibility for achieving divisional objectives and vision and the additional PM role included directing group operational activities by effectively utilising company resources• Successfully developed a culture of excellence by encouraging individual talent development, implementing succession planning activities and instilling positivity and trust• Consistently developed streams of contacts through exceptional relationship management and new business development skillsKey Achievement:• Handover of a profitable mine to the community

• Transformed brand growth through aggressive practices designed to propel the business forward in a fiercely competitive market• Developed a progressive business plan detailing comprehensive financial statements, robust marketing and sales strategies• Successfully directed the organisations restructure through a redesigned brand image and new marketing collateral resulting in successfully accomplishing a highly measurable profit and fulfilling a visionKey Achievement:• Grew sales from R6 million to R10 million within two years of introducing a challenging yet highly successful marketing and sales strategy