Philippe Marconato Email & Phone Number

Cancún, Quintana Roo, Mexique

Miguel Hidalgo, Mexico City, Mexico

Spearhead strategies to steer the company’s future in a positive direction, including ensuring optimal performance and operation between the commercial department, the marketing department and the intelligence/back office department. Drive the company’s operating capabilities to set satisfaction and goals. Design, implement and execute marketing strategies while controlling company costs, and introducing tactical initiatives to address emerging issues. Secure budgets defined together with the… Show more Spearhead strategies to steer the company’s future in a positive direction, including ensuring optimal performance and operation between the commercial department, the marketing department and the intelligence/back office department. Drive the company’s operating capabilities to set satisfaction and goals. Design, implement and execute marketing strategies while controlling company costs, and introducing tactical initiatives to address emerging issues. Secure budgets defined together with the company partners. Oversee marketing initiatives and implementing better business practices.Key Achievements:● Ensured company rapport by establishing and maintain strong relations with brands’ headquarters.● Achieved +25 POS in less than 8 months through direct rapid development of additional brand.● Successfully developed B2B business with +500 pcs secured and 2021 historic sales record at +75% in one year.● Improved BU 2022 vs 2021 by +40%. Show less

Ciudad De México Y Alrededores, México

Assessed and identified new opportunities for growth in current and prospective markets. Established the company’s goals and objectives. Identified areas of improvement by performing regular employee evaluations. Designed business strategies and plans to meet the company goals.Key Achievements:● Meet EBIT target by strategically restructuring the main unit.● Contributed to improvement of ROI/RONAE.● Enhanced efficiency by establishing and implementing new effective distribution… Show more Assessed and identified new opportunities for growth in current and prospective markets. Established the company’s goals and objectives. Identified areas of improvement by performing regular employee evaluations. Designed business strategies and plans to meet the company goals.Key Achievements:● Meet EBIT target by strategically restructuring the main unit.● Contributed to improvement of ROI/RONAE.● Enhanced efficiency by establishing and implementing new effective distribution guideline.● Reduced losses by successfully recovering contract sales.● Improved revenue by seeing niche market and introducing new fabrics to portfolio. Show less

German Center Santa Fe

Provided inspired leadership and made high-level decisions about policy and strategy. Nurtured an environment that promoted great performance and positive morale. Oversaw the company’s fiscal activity, including budgeting, reporting, and auditing. Identified and addressed problems and opportunities for the company while building alliances and partnerships. Key Achievements:● Enhanced operational success by strategically consolidating business in Mexico.● Increased participation with… Show more Provided inspired leadership and made high-level decisions about policy and strategy. Nurtured an environment that promoted great performance and positive morale. Oversaw the company’s fiscal activity, including budgeting, reporting, and auditing. Identified and addressed problems and opportunities for the company while building alliances and partnerships. Key Achievements:● Enhanced operational success by strategically consolidating business in Mexico.● Increased participation with Contracts business while growing dealer relationships, including wholesale and boutiques.● Contributed to increased sales of +18% vs PY and +22.9% vs PY in 2017.● Achieved +364% EBIT, successfully turning negative earnings into positive.● Improved contract sales in 2016 +73% OE vs PY and Wholesale +19% OE vs PY. Show less

Mexico City, Mexico

Supported the development of long-term organizational strategy, and aligned departmental goals, processes and resource allocation with the organizational strategy. Set individual sales targets with the sales team, tracked sales goals and reported results as necessary. Oversaw the activities and performance of the sales team while coordinating with marketing on lead generation. Full P&L responsibility on the different unitsDetermined feature requirements and researched customer experiences and… Show more Supported the development of long-term organizational strategy, and aligned departmental goals, processes and resource allocation with the organizational strategy. Set individual sales targets with the sales team, tracked sales goals and reported results as necessary. Oversaw the activities and performance of the sales team while coordinating with marketing on lead generation. Full P&L responsibility on the different unitsDetermined feature requirements and researched customer experiences and demands. Outlined detailed product strategy and managed cross-functional teams. Managed product road maps and releases. Identified and filled product gaps while generating new product ideas.Key Achievements:● Recovered AP division by establishing and implementing Budget, Fcst, and P&L.● Successfully achieved +43% revenue vs previous year.● Grew EBIT by +850% in 2014 vs previous year.● Improved business operations by rebuilding entire team and creating new business. Show less

Mexico City, Mexico

Supported the development of long-term organizational strategy and aligned departmental goals, processes, and resource allocation with the organizational strategy. Assessed market trends and competitors to identify threats and opportunities. Set individual sales targets with the sales team, tracked sales goals, and reported results as necessary. Oversaw the activities and performance of the sales team while coordinating with marketing on lead generation.Key Achievements.● Increased… Show more Supported the development of long-term organizational strategy and aligned departmental goals, processes, and resource allocation with the organizational strategy. Assessed market trends and competitors to identify threats and opportunities. Set individual sales targets with the sales team, tracked sales goals, and reported results as necessary. Oversaw the activities and performance of the sales team while coordinating with marketing on lead generation.Key Achievements.● Increased sales by 120% by by coordinating with marketing department on rebates and promotions.● Grew commercial sales by 38% vs 2011 and 217% vs 2010. Show less

Mexico City, Mexico

• Supervision of 7 commercial offices• Budget and forecast buildup (sales per product line, GP ́s, ROI ́s)• Commercial strategy and policy per region• Analysis of sales development per region• Integrate independent blind makers and their respective dealers ́ network inside the company• Call center implementation and customer service key performance indicators definition• Improve distribution of dealers network per sales reps to offer a better service• Redefinition of… Show more • Supervision of 7 commercial offices• Budget and forecast buildup (sales per product line, GP ́s, ROI ́s)• Commercial strategy and policy per region• Analysis of sales development per region• Integrate independent blind makers and their respective dealers ́ network inside the company• Call center implementation and customer service key performance indicators definition• Improve distribution of dealers network per sales reps to offer a better service• Redefinition of dealer profile• Fidelity program for second brand dealers (quick display and first purchases incentive)• E-order implementation• Successful promotions and rebates to prevent crisis sales drop: 2009 vs 2008 withoutdecrease in Mexican peso, -10% in U$, 2010 sales +11% vs 2009 Show less

Miguel Hidalgo, District Fédéral, Mexique

• Increase sales through 9 independent blind makers with 1,200 dealers as network• Manage product department (launch, development, specialties) marketing department (medias, incentive program, PR, sample books) and national accounts (Liverpool,Palacio de Hierro and Sears)• Attend independent blind makers in establishing local strategies and applycommercial policies• 2007 vs 2006: +13% in sales of WCP division, +60% with national accounts• Launch of second brand in order… Show more • Increase sales through 9 independent blind makers with 1,200 dealers as network• Manage product department (launch, development, specialties) marketing department (medias, incentive program, PR, sample books) and national accounts (Liverpool,Palacio de Hierro and Sears)• Attend independent blind makers in establishing local strategies and applycommercial policies• 2007 vs 2006: +13% in sales of WCP division, +60% with national accounts• Launch of second brand in order to:• Protect first brand form competitors• Increase market share through a different segment of potential client• Launch of loyalty program for the dealers sales reps• Guarantee delivery program• First purchase program• Successful product launch without stock out• Exhibitions pre sales to ensure rapid penetration of product Show less

• Recover the division from negative EBIT to make it profitable with a min GP of 25%• In charge of purchases, logistic supply, suppliers and product development• Increase of net sales over 50% comparing 2005 vs 2004• 2006 increase in net sales of 42% vs 2005 and 23% over budget• GP: from -17% YTD July 2004 to 12% YTD December 2004, with breakeven EBIT• In 2005 GP of 32.1%, in 2006 GP of 38.2%• EBIT from -2% as for 2004 to 27% in 2006 as a record of 1.3 MU$• Overdue… Show more • Recover the division from negative EBIT to make it profitable with a min GP of 25%• In charge of purchases, logistic supply, suppliers and product development• Increase of net sales over 50% comparing 2005 vs 2004• 2006 increase in net sales of 42% vs 2005 and 23% over budget• GP: from -17% YTD July 2004 to 12% YTD December 2004, with breakeven EBIT• In 2005 GP of 32.1%, in 2006 GP of 38.2%• EBIT from -2% as for 2004 to 27% in 2006 as a record of 1.3 MU$• Overdue reduced from 20% in 2004 to 0.7% in 2006• Past due from 134 days to 91 days• Inventories and fill rate: restructuration of supplies and inventory control reducing from24 weeks inventory in 2004 to 12 weeks in 2006 improving fill rate from 78% to 98%• Portfolio product adjustment to increase in store rotation Show less

Licence, Management

Licence, International Finance