Patrick Marks Email & Phone Number

Recently trained in end-user interfaces, Meta 3, Bitcoin, 5G exponential delivery soon to initiate 6G live to the Network & to enhance remote viewing.

Newry, Northern Ireland

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Malahide

•Assisted Company Director Alan Kelly in the the setting-up/development of the third menswear branch within this directional menswear mini-chain in Malahide, Dublin, est Oct 2006. Turn-over forecast for first 14 months approx €700k+/group turn-over €1.5m+ p.a.•Co-ordinated in tandem with the CD fundamental control/reporting structures in order to increase sales more effectively by introducing a disciplined and controlled approach to the buying process across the group, all areas.•Directed CD to initiate alternate revenue streams, such as, structured corporate events, T.V, special client previews, targetted in-house promotions and the company website.•Instructed CD on marketing,retailing and buying strategies going forward for S/S 2008.•Co-ordinated all strategic partnerships relevant to the business, Malahide.•Investigated and identified future sites for store roll-out programme.

Dublin

• Trained in London, Bond Street with Ermenegildo Zegna’s Master Tailor, Antonio Pipitone.• Co-ordinated In-Store ‘Made To Measure’ Event, increased new business by 37%.• Selling other premium priced brands as well as MTM, such as Brioni, Canalli, Zegna, Dolce & Gabbana and Paul Smith (Mainline collections only). • On target for sales in excess €1m+

London, United Kingdom

Territory included Scotland and mainland UK (excluding Wales & South West) for both menswear and womenswear for multiple and independent retailer accounts.Responsible for £1.6m+ per season turnover from the independent market, travelling comprehensively in the off-seasonthroughout the territory targeting emerging potentials and servicing existing clients. Collectively responsible with a team of two for an annual budget of £5m (UK & Ireland) over seen by GAS CEO Claudio Grotto.Increased independent menswear base by 32% and womenswear independent base by 39% within two seasons,and on target for continued growth of +20% in both markets for A/W 05/06.Travelled regularly to Italy for technical, sales and marketing presentations, fully involved in the editing of menswear and womenswear collections for the UK market.Supported and assisted sales teams in other territories in identifying and developing new market opportunities.Continually managed other revenue streams, client re-ordering, stock replenishment, quality and delivery issues as well as overseeing all client administration and follow-upCoordinated launch of Flagship store (King’s Rd) including store fit, staff, merchandising – successfully overseeing all operational issues which eventually led to store opening in May 2004.

London, United Kingdom

Overall responsibility for Daks Signature womenswear sales in Scotland, Northern Ireland, UK mainland and the Republic of Ireland. Travelled extensively within territory to identify new potential targets, as well as increasing rapport with established accounts as part of a new CRM programme.Developed advanced desktop spreadsheet application for UK sales teams and international licensees, maximising efficiencies within the order taking/confirmation and production process.Initiated and established a definitive new account database and distribution channel for Daks Signature WW 2003 travelling throughout territory to ensure tighter and more efficient targeting, updating existing UK retailer database whilst instituting in tandem, a definitive global database for all Daks WW product on behalf of womenswear director.Liaised closely with the creative director, Timothy Everest and womenswear director Richard Ostel on evaluating the wholesale team across all areas including wholesale presentation strategy, business development strategies, product mix and so on. Assisted in the complete editing of the wholesale and retail collections for both the UK & overseas markets.Increased wholesale revenue streams in womenswear by 27% within six months. Responsible for a seasonal budget of £1m+.Produced outline reports on the merits and demerits of the womenswear current targeting/marketing and communication mix.

Greater New York City Area

Assisted in the wholesale presentations of small to medium sized independents, including all administrative follow-up on NF mainline and jeanswear collections. Target responsibility $5m+ Supported womenswear management and sales teams in all areas.Implemented motion study on behalf of WW director for new store on 5th Avenue.Liaised with press and PR agencies to enhance company profile, initiated appropriate internal marketing and communication strategies to maximise synergies between all related product categories.Worked with quality assurance, store operations and suppliers to ensure the brands quality remains the best in the market and that all new products met the high standards expected by the existing/future client base.

London, United Kingdom (One Season Only)

Responsible as part of the menswear team to maintain sales growth, brand diversification strategies, reinforce and augment emotional and physical contact with all clients, identify new potential target opportunities for the UK.Sales responsibility for the following brands included: Dolce & Gabbana (Jeans and Mainline), Exte Couture, Just Cavalli (Jeans) and Versace Jeans Couture.Responsible for a turnover target of £1.5m+ per season, £3m+ annually.Successfully sustained target sales and volume growth with 85% of clients, with 40% doubling or reinstating other in-house brands into their particular product mix.Initiated a retail sales drive programme with clients in order to establish direction, levels of adaptive service, aftercare, determining the correct balance of push and pull strategies for each retailer, across all related product, specifically.Merchandised lines to increase their commercial saleability.

London, United Kingdom

Researched, developed and implemented marketing strategies on behalf of Company Directorsi in Hong Kong.Updated and compiled client database for the relaunch of the WFF brand within the UK and Ireland.Responsible for the short-term development and implementation of the brand marketing strategies, as well as overall account control of business strategies for new and established retailers for S/S 2000.Co-ordinated all sales activity within the UK, liaising closely with design team and store buyers.Together with the WW director Anthony Cuthburtson, assisted in the complete editing of the wholesale collection for the UK market.Travelled extensively within territory to identify new potential targets, as well as increasing rapport with established accounts.Achieved short-term sales targets and brand objectives, as well as suggesting possible long-term strategies to achieve optimum brand/market realisation on behalf of WFF product.

Newcastle Upon Tyne & Leeds.

Product portfolio included Prada, Gucci, Chloe, Dries Von Noton, Allesandro Del Acqua, Helmut Lang, Paul Smith, John Rocha, Dolce & Gabbana, Marni, Gianfranco Ferre and Costume National. Womenswear turnover £.5-.75m+ per store, per season.Responsible for the short-term development and implementation of marketing strategies for stores (Leeds/Newcastle), as well as overall budgetary control and buying strategies for new and established womenswear lines S/S ’99.Initiated TQM program for management, consumer awareness/teamwork culture and product benefit programs for sales teamsl to boost product sell-through. Updated visual/merchandising techniques.3 month ConsultancyProducer – event liaison for A/W ‘98 fashion showEstablished appropriate marketing and communication strategies, liaising with press and PR agencies to enhance company profile exponentially, all areas.

Glasgow, Newcastle, Birmingham & Nottingham

Product portfolio incorporated over 72 key womenswear brands including Gucci, Jil Sander, Armani, Donna Karan, Ralph Lauren, Helmut Lang, Kenzo, Anna Sui, Versace, Ghost and Joseph. Womenswear aver. Store size min. 700 sq. ft. Turnover exceeding £1.2m per store, per season.Evaluated the commercial viability of key incoming and established designer womenswear brands and their suitability within the context of the company portfolio under the approval of Company Directors, Jim Gibson.& Neil Prosser. Led, supervised and supported womenswear management and sale steams in all areas,updating service technique and delivery.Analysing and monitoring stock turn-over in all stores, placing replenishment orders, processing stock taking data.Managing and setting-up ‘point-of-sale’ materials, designing eye-catching displays and co-ordinating all special promotional activity throughout the group.Defining and developing the marketing infrastructure to ensure consistency across the group whilst promoting growth, liaising at all levels within the management structure.

Newcastle Upon Tyne, United Kingdom

Product portfolio included Jean-Paul Gaultier, Moschino, Bazaar, Katharine Hamnett, Armand Basi, Jean Colnna, David Fielding, Claude Montana, Ozbek and Thierry Mugler. Womenswear turnover £. 35m+Evaluated the commercial viability of current/future brands and assessed their suitability within this directional independent premier WW retailer.Utilized sales and stock control data, plan and manage open-to-buy budgets, merchandise range planning, model stocks, sales forecasting, forward budgeting, financial stock management, maintaining strong supplier relationships.Organised periodic stock checks, full stock audits, maintaining low shrinkage levels, investigating/ resolving all stock discrepancies.Managing and setting-up ‘point-of-sale’ materials, designing eye-catching displays and co-ordinating all internal and external promotional activity within the company including fashion shows and private previews to ‘A’ list clients.Supported the WW sales teams in all areas, where appropriate, co-ordinating new product developments, updating service technique and delivery.Updated visual/merchandising techniques - merchandised lines to increase their commercial saleability.Maintained consistently strong sell-throughs by developing dedicated sales teams working both ‘on’ and ‘off’ floor.