Prowadzenie szkoleń otwartych.Specjalizacja: > Metodyka wystapień i prezentacji > Trudne sytuacje szefa 1- jak zapobiegać i rozwiązywać konflikty i targi w zespole > Trudne sytuacje szefa 2 - jak umiejętnie karać pracownika > Trudne sytuacje szefa 3 - jak umiejętnie nagradzać i doceniać pracownika

The contract for conducting the consulting and executive services in the area of sales processes in relation to the implementation of a specific goalIn the period 2019/11-2021/11, I supported the management of the company, including mainly the sales team and sales support departments, from the level of the Managing Director- I conducted a strategic analysis and assessment of the company's potential (SWOT) - I have been conducting direct mentoring and coaching of the Managing Director- I developed and introduced job descriptions and scopes of duties (Employee Profiles) of the employees of the sales department and supporting departments, i.e. warehouse, shop, painting area, technical department, invoicing support- I have prepared and implemented the company's Car Policy and the Regulations for the use and exchange of business phones- I prepared a methodology for rewarding the Sales Department based on the "Pay for Performance" principles; basic salary, bonuses, rewards, incentive systems- I developed the criteria for employees evaluation form- I have prepared and conducted a Commercial Training for the Sales Department people- I started systematic field and strategic coaching with Sales Representatives- I prepared a recruitment sheet form for a Sales Representative position and I have been supporting the Managing Director in direct recruitment

Channel Develompent Manager2015 – 2019Sales management: - I managed the sale at the level of an average of 35 million PLN per year, followed sales plans (in 2015-2017 I exceeded sales targets by an average of 5%).- I implemented a new development model for distributors of car refinish products (annual average 10% growth in 2015-2018).- I worked with the team to set the assessment criteria for distributors to optimize the number of distributors (57 in 2014 to 30 in 2019).- I increased the trading activity of 5 key distributors by building Joint Business Plans (2019Q1 - 15% of growth).Channel Develompent Manager2008 – 2015Customer process management:- I managed the reorganization of Customer Service Department (up to 21 employees) in order to improve working efficiency (70% t0 90% OTIF ratio improvement in 2015).- I improved complaints service process by appointing the new customer complaints position and implementing Complaints Procedure (reducing the time by 20%).Sales Coach/Trainer2005 – 2008Preparation and running sales trainings & coaching:- „Steps Visits and Negotiations Tactics” for 3M Poland multi-distributors- Modules and training programs for 3M Poland Sales Force ("Customer Focus Selling").- Coaching for 3M Poland managers and their sales representatives (approximately 600 common visits)- “Merchandising in Pharmacy Stores" to raise the visibility and sale of 3M pharmacy products.- “How to serve tough customer through the phone” for 15 employees of 3M Poland Customer Service.Others• Prepared and leaded, the first in the history of the 3M Poland, Sales Conference for approx. 200 people.• Recorded the video "We Are 3M" to improve the knowledge the 3M company and its brands.• Supported the development of 3M industrial business employees -3 Mentees.• Member of Board of the Women Leadership Forum (2018-2019). I set up the seminar "how to wisely and deliberately build your career" for women working in 3M Poland

Sales Management- I managed the 23-person sales team (including 5 people directly reporting).- I supported the launching a new brand of tires Fulda (5% market share within 6 months).- I set the marketing standards (the correct brand in the appropriate sales channels, proper location of equipment and product, the correct communication about the product to an end customer).- I reorganized the Sales Department by combining the 3 independent sales organizations (optimize human resources and reduce the cost of customer service).- I managed the reorganization of distribution channels (+19% LCG in 2002 vs. 2001).- I prepared and introduced a new system of pricing and discounts (+ 13% EBIT 2002 vs 2001).

Sales management (20% of the total sales, approximately 6000 customers), Regional Key Account Manager, Direct Sales Supervisor (10% of the total sales, approx. 3000 clients), Key Account Specialist.- I managed the 60-person sales team (including 7 people direct reporting).- I opened new sales markets and organized distribution system (approximately 200 new customers a year).- I introduced a new sales system from a traditional to a pre-sale.- I run pan-European promotion in Macro Poland (5 shops, sales growth of 12%).- I prepared the job description guide and hypermarkets service system for merchandisers.