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Product development and life cycle management of the cordless screwdrivers portfolio (NPIs, sku rationalisation, margin enhancement). Promotional units: portfolio management, definition and execution of promotional campaigns.

Responsible for Stanley FatMax power tools program.

Reporting into the Consumer Power Tools Director. I am in charge of the development and life cycle management of promotional products to be commercialized across Europe. The job includes managing core product lines – promotional units available all year round, potentially for a few years – as well as campaign units, which are developed for events taking place twice a year. Stock and forecast management require close work with Supply Chain team as well as local marketing teams. I work together with Brand, Finance, engineering and manufacturing teams to make sure we deliver the products our customers want, on time and on cost.

As part of the FOB team, I work closely with the sales & marketing teams across Europe, central Supply Chain, Finance and product marketing as well as manufacturing to make sure each order is delivered according to the customer specific requirements whilst making sure the deals are still profitable for the company. During my appointment in this team I have developed customer specific procedure manuals and a general one for Eastern European customer reflecting not only customer requirements but legal requirements as well. Part of my role involves achieving the correct level of compromise between customer specific / legal requirements and the brand image. I have worked closely with one of the product team in making sure the new products introduced in the market were ready for delivery according to customer’s / campaign’s expectations.My latest achievement was the implementation of a new Incoterm for our biggest accounts.

My day-to-day activities include maintenance of FOB control spreadsheet, support on materials creation in SAP (material and pricing), approving customer specific packaging and support the FOB manager.

I was part of the Production Team, in charge of training plant operators in the use of a new system recently installed when CEMEX took over RMC. I looked for post-automation problems while at the plants and fixed them when possible or reported them to the automation team if more technical expertise was required. I helped with the translation of the training material (from Spanish into English).

Quality improvements by management of internal repairs. I was in charge of creating a new culture in the front line workers level so they would be responsible for any quality defect in their working area. I provided all the data analysis and reporting to senior management level. I introduced the system in two of the six production lines, results obtained from pilot line show a 6% decrease in post manufacturing repair and 0.88€/car decrease in repair cost in the first 6 months.

Customer service and Administrative work.Customer service (personal and phone): give detailed information of required documentation, information during the process and check that the certificates were correct before giving them to customers.