Nigel Wainwright Email & Phone Number

UK

• De’Longhi is the World’s foremost small appliance company with top two positioning in all focus categories. It has repeatedly disrupted tired categories (Coffee, Food Preparation, Hand Blenders, Portable Heating).
• Following strategic review, successfully implemented restructure, based on a country cluster model, delivering major cost out, increased profit and market share
• Identified and opened ‘White Space’ territories
• Led the Regional launch, positioning, retail distribution changes for Braun Household
• Proactive in NPD for all three brandsKey ActivitiesDelivering profit, Strategic brand management, Sales growth, B2C marketing strategy, P&L management, NPD, business planning, international business, leadership and.

United Kingdom

• Promoted to integrate Kenwood and De’Longhi and turnaround the loss making De’Longhi UK reporting directly to the group CCO. Devised and led the strategy that delivered De’Longhi’s market creating Full Auto Coffee.
• Launched Disruptive products, creating the UK premium coffee machine sector and reconfiguring the Kettle and Toaster markets with premium offerings
• Growth across all channels, early adopter of e-commerce and pioneering vendor flex and A+ content.
• Delivering through Divestment having grown MDA business sold it for a premium.
• Building the strongest teams by developing and giving opportunities to key talentKey activitiesSales and Marketing plans, Delivering turnaround, Strategic brand management, Sales growth, B2C marketing strategy, P&L.

• Following the acquisition in 2002 gained the trust of the new owners and led the UK Market that played a significant part in returning the business to profit and market share growth after a period of sustained decline..
• Launched significant series of TV advertising on multiple products delivering volume and profit
• Delivered successive innovate products to the market.Key ActivitiesSales and Marketing plans, Strategic brand management, Sales growth, B2C marketing strategy, P&L responsibility, NPD, business plans, partnerships.

Brought in when the brand was tired and loss making as a turnaround project, over 70% of the businesses turnover was then UK based. Initially seen in the industry as a ‘basket case’ the potential of a great brand name was clear; the brand had been asset stripped by successive management teams. · Increased the previous growth profile to 30% over two years..

Joined a very traditional business with a remit to challenge and introduce fresh thinking and ideas. · Transformed sales by increasing 25% in first two years. · Author of and implemented complete restructure of sales marketing and back office including the assimilation of Housewares business.

Originally a very traditional British company specialising in Domestic and light commercial products, focused on the mass market, sold on the founder’s death to a Malaysian conglomerate.Joined as Management Trainee and transitioned through several challenging roles in various disciplines.