✔ Creates, communicates and implements the company's visions and missions. Defines and implements the strategic plan which determines the company's activity directions. ✔ Supervises and assesses the achievements of the organisation according to the determined directions. Develops the personnel and assesses the work of subordinate managers. ✔ Manages the organisation according to task allocation and responsibilities. ✔ Maintains external and internal awareness in the context of customer development and market extension.

✔ Creates, communicates and implements the company's visions and missions. Defines and implements the strategic plan which determines the company's activity directions. ✔ Supervises and assesses the achievements of the organisation according to the determined directions. Develops the personnel and assesses the work of subordinate managers. ✔ Manages the organisation according to task allocation and responsibilities. ✔ Maintains external and internal awareness in the context of customer development and market extension.

✔ Optimized processes in the damage liquidation department. Managed the project of changing the work of mobile appraisers. ✔ Generated savings on a pilot group of 9 people, while improving quality at the same time.

✔ Created the strategy and managed all business processes in the Farmacol CG companies (12 companies) responsible for retail sales in the network of own pharmacies (B2B) - 220 retail points in 4 regions, via the internet channel cefarm24.pl and via the hospital channel (B2C). ✔ Executed the budget of business units with revenue over 1 billion PLN.KEY PROJECTS AND ACHIEVEMENTS:✔ Implemented network management tools, appointed the Pharmacist Board, created best practice for individual processes carried out directly by front-line employees. ✔ Increased sales of the selected products (top 100 of the best-rotating products) by 70%, increased sales margin in the whole channel by 2%. ✔ Increased complementary sales by 70%. ✔ Increased commercial margin by 5% - created pricing mechanisms (price management). ✔ Achieved 3% better commercial conditions in comparison to the market - created bases for category management and centralized purchases.

✔ Co-created, implemented, controlled the company's short- and long-term strategy, as well as its ✔ Was responsible for analysing, preparing and approving periodical reports on the Capital Group's financial situation (budget plans, financial statements, responsibilities arising due to provisions on public companies) and for tax optimization in the Capital Group, financial liquidity, contacts and cooperation with the auditor, banks, insurance companies, investors and tax authorities. ✔ Supervised the works of finance, accounting, controlling, IT and HR departments. KEY PROJECTS AND ACHIEVEMENTS:✔ Created new financial and operational controlling. ✔ Implemented a new work system for accounting and finance departments, adapted to business needs. ✔ Restructured IT - introduced new ITIL methods and data management structure. ✔ Acquired recommendations for the company's shares from two brokerage houses - introduced monthly meetings with funds' representatives, analysts and consultants.✔ Generated savings on the level of 5% in the area of technology and improved commercial margin by 10% - implemented a process management system. Initiated the introduction of lean manufacturing culture, which led to a 30% increase in performance and work speed of machines.

✔ Created sales policy, introduced new pricing policy in the company and changes in the sales representatives team management system, improved sales effectiveness. ✔ Planned, executed and controlled commercial, cost and marketing budget. Managed the company's operations.✔ Managed a network of 12 subordinate branches - implemented development strategy, managed a team of 350, executed control and economic and finance assessment. Coordinated the activities of individual departments and organisational units in the company.✔ Built relationships with partners and suppliers; perfected the loyalty program for customers, which is based on the dynamics of purchases and distribution channels. KEY PROJECTS AND ACHIEVEMENTS:✔ Increased sales in the sales representatives' channel by 17%, while reducing costs by 25%. ✔ Restructured the commercial department - reduced the number of full-time equivalents by 25%. Introduced individual plans based on sales, margin and questionnaire-based work assessment. ✔ Achieved network management uniformity and standard. Standardized branches' operations. Introduced operational and financial controlling. ✔ Reduced the amount of goods lingering in warehouses by 35%, reduced the value of warehouses by 40% while increasing sales by 19% in the whole network. Introduced a system for inventory reporting, management and planning. Carried out management based on ABC analysis of warehouse inventory, introduced goods categorization.

✔ Created and carried out sales strategy - analysed range of goods, introduced a strategy for the top 500 of best-rotating products, changed the pricing strategy. ✔ Changed purchase policy - reduced the number of intermediaries, introduced manufacturer strategies and generated substantial savings. ✔ Managed, supervised and coordinated the works of a team (45-55 people).