I led performance, product and operations scope for existing DH vendors, excluding adtech. Global brand scope covering Foodpanda-Asia, Talabat-Middle East, Hungerstation-Saudi, Pedidosya-LatAm, and Foodora-Europe. Together with my team we delivered suite of products to process over 1.5 bn orders in 2023 across food, groceries, and (LaaS), managing a global GMV exceeding 1.5 billion Euros. Leadership / Team:-Grew the vendor platform team from a mere 5 to nearly 200 talented individuals across Berlin, Singapore & Istanbul-Successfully carried out a merger of 2 roughly 150 people strong teams into one coherent organization Product Innovation and Execution:-Unified a fragmented product portfolio (5 brands) into a single, market-leading solution-Led the development of a groundbreaking omnichannel strategy with a mobile app-Streamlined vendor onboarding with a self-onboarding system, reducing onboarding time. -Improved product performance, richness and usability by delivering highly demanded of the art functionalities like (reviews, rewards, new reporting suite etc.,)Content strategy:-Reduced menu change loss by over 80%. -Improved quality of content on the platform (Increased dish-level pictures by 10 p.p. and descriptions by 50% resulting in material CVR improvement)Performance and cost management:-Achieved record-low vendor fail rates (below 1%) -Grew partner provided discounts by more than 50% leading to material marketing spend savingsGlobal Sales Excellence:-Zombie rate reduced by 20% -Developed standards for AM performance management & structures -Pioneered the development of a global vendor NPS methodologyFuture-Proofing the Vendor Experience:-Defense strategy to counter third-party aggregators, already yielding a 5% reduction in "zombie" rates. -Laid the foundation for an anti-markups strategy and capex light order management-Pioneered the use of #GenAI for content generation (pictures & descriptions) and review replies.

Building digital sales strategy for one of the largest financial conglomerates in CE. Key focus on successful synergy between largest incumbent sales agent network and digital sales channel.

Scope and team extension from previous role.Managing the team of 50 focused on following:(i) Strategy planning, CE management team member as well as project management office on CE level (as per previous role) including a team of few post consulting managers/analysts supporting the markets in their operations and helping to shape key strategic priorities(ii) Commercial Analytics focusing on 3 areas. Firstly supporting the CE commercial functions (marketing, customer experience, digital etc.,) with insights and analytics. Secondly digitalizing the analytics across CE (introducing standard reporting tools and deploying cloud infrastructure for data management and access). Finally tools and methods focused on improving the “way we work”. This is delivered by developing tools (e.g., planning collaboration tools), as improving reporting standards and adjusting the process across the functions (assessing the demand as well as improving methodology) (iii) Forecasting and commercial planning. Close collaboration with supply chain and marketing teams to ensure the supply and demand are in sync. Assessing the quality of marketing offer to provide a credible demand estimate with regards to E2E offer (physical brochure, activation and digital tools)

-Member of the Central Europe Cluster Leadership Team responsible for theoverall cluster performance-Leader of CE Strategy Department made of top-tier consulting managers and supporting analysts-Delivering strategic guidance across CE as well as operational execution of key growth initiatives and building capabilities across the organization-Key focus on:(i) Channel development: E2E improvement of the Representative and Customer journey from advertising strategy through remuneration and digital journey, down to logistics/delivery and retention mechanisms (ii) Portfolio improvement, focused primarily on white spaces (new and different price points, merchandising; strategic alliances; identifying competitive portfolio gaps and bridging them)(iii) tools and methods including revenue growth management, management reporting infrastructure, overall transformation into a data-driven organization (real time access to data; segmentation algorithms, management automation, CRM)

Growth Strategy and new business models, sample projects include:-Lead an effort to develop a new social business model in CE, focused on "millenials” segment and mobile enabled digital e-commerce-Developed a segmentation framework for CE and big data analytics approachHands-on operational improvements-Leadership over numerous profit generating aimed at global target (over)delivery-Streamlined 2017-2019 CAPEX portfolio by za.30% without adverse effects on performance

Strategy, merger management and commercial due diligence-Led development of a commercial strategy for a major bookseller in Poland (incl. store layouts)-Led client teams in the major media merger to develop target operating model. (Deal >200m EUR)-Performed feasibility study of cost reductions during merger in pharmaceutical sector (Deal >3bn USD)-Estimated OPEX reduction potential and required initiatives for banking due diligence (Deal ~1 bn EUR)-Assessed and participated in valuation of innovative business model for Internet portal in Poland-Authored a major white paper on growth strategy for Poland (Polska 2025 report)http://mckinsey.pl/wp-content/uploads/2015/10/Poland-2025_full_report.pdfPerformance management and organizational design and cost cutting-Designed a Lean/ efficiency transformation for a leading global advanced manufacturing player, includingsizing the impact, roll-out plan and hands on preparation of a team of 30 (resp. for global roll-out)-Designed performance management system at telecommunications operator in Poland-Established organization structures for 10 markets for a Japanese oncology player entering Europe-Formulated corporate governance model for portfolio of assets owned by a polish mining company-Worked with tobacco manufacturer's board to streamline sales organization in PL (15% savings p.a.)Change management and capability building-Designed the turnaround at large Polish state owned enterprise (including labor union action plan)-Performed organizational diagnostics at steel manufacturer and developed required interventions-Led 3 client teams in Saudi Arabia and UAE targeted at building capabilities in mining-Designed and organized a capability building program for Polish Prime Minister’s office (boards of top 40State Owned Companies in Poland (>200 participants))

North America and Hawaii AP team

Developed thorough analysis of distribution, pricing strategies and behaviors on various markets; Independently responsible for customer service and analysis for company’s clients

Web content development, designed selling strategy and promotion principles

Generated new database for BTL campaign handling, assisted and prepared materials for negitiations with the key clients of the company, preparing of creative briefs, research of service suppliers and active participation in creation of BTL campaigns

*Managing the work of 3 project coordinators (around 35 participants in projects);*Planning and realising the strategy of acquiring new partners); *Recognition and analysis of training needs regarding the Core Work of the organisation, sales, interpersonal communication, and presentation skills*Change management (induction of the project strategy) planning and keeping track of realization of management activities; *Consulting and advisory for other AIESEC units in Poland and abroad; *Trainings regarding leadership skills, project management and team management