Patrícia Viegas Santos Email & Phone Number

Lisbon, Portugal

ResponsibilitiesStrategy definition for Grupo Nabeiro e-commerce channel, including external markets.Definition of shop portfolio, price policy and commercial dynamics to boost sales.Negotiation of partnership protocols.P&L management.Motivation & leadership of the e-commerce team.Definition of KPIs for the e-commerce team.Key AchievementsDevelopment of a solution for the presence of Nabeiro Group brands in the e-commerce channelDevelopment of an e-commerce platform for sales to employeesGrowth in revenue from the e-commerce channel (x 4 in 3 years).

Lisbon

ResponsabilitiesDefinition of commercial policy by channel/client.Definition of portfolio per channel/client.Decline the business unit targets to the channel and each client.Negotiation of contracts with clients.P&L management.Definition of KPIs for the sales team.Definition of an incentive program for the sales team.Definition of the salary structure of the sales team.Motivation and performance monitoring of the sales team.Key AchievementsExpansion of the client base to reduce the dependence on the main player in the market (weight in 2015: 60% weight in 2022: 50%);Client portfolio optimization with a positive impact in terms of reducing stockouts and increasing product rotation.Average sales price increase, for the Delta Q range of machines, leading the movement towards value increase, in a context of category value depreciation.Increased channel profitability through optimization of the client portfolio mix and negotiation of a new financing paradigm.Development of new skills for members of the sales team that allowed a strategic change in the approach to the point of sale (store managers vs merchandisers),

Lisbon Area, Portugal

ResponsibilitiesDevelopment of a new shop concept for Delta Q Shops & implementation proposition for current & new locations.Definition of product range.Definition of price policy.P&L management.Team management: 3 head office + 30 sales assistants. Key AchievementsImprovement of shops kpi’s: Sales Volume +15%, Tickets +18%; P&L +7%.Improvement of product range:Launch of “Meals Project” (sandwiches, salads, wraps e juices);Increase of sales volume & margin:Team training for a new customer service script: consumer approach, product presentation, cross selling, teamwork.Definition of a new product range with a value proposition for clients in the cafeteria area (menus) & a higher commercial margin (+ 12 pp);Definition of a promotional calendar. Shops look & feel:Definition of product display & presentation standards. Shop facade update.Improvement of window display & communication standards.Team adjustments:Follow up of each element, to identify their competencies & determine development potential.Recruitment of new elements with cafeteria experience, identified as the strategic shop area.Adjustment of work timetables for a better operational efficiency & control.Training in multitask competencies for all team elements.

Lisbon Area, Portugal

ResponsibilitiesDevelopment & implementation of the shop expansion plan, including identification of location, lease negotiation, layout definition, project approval, monitoring of works on site, follow up of licencing processes;Development of new product / new recipes proposition, adjusted to the Portuguese market;Definition of price policy;P&L management;Team management: 3 head office + 14 shop managers; Board consultant for the definition of business plans for new markets / businesses.Key AchievementsHäagen-Dazs was the 1st brands to have a presence at the food court area in El Corte Inglés, with 2 shops in Portugal (ECI de Lisboa e ECI de Gaia).Following the good performance in those 2 locations, in Portugal, a similar operation was set up in El Corte Inglés Spain.In 2012 Häagen-Dazs shop operation in Portugal was in the Iberian Operation Top 5.Furthermore, the Portuguese operation was, then, considered the best in Europe. Launch of a new recipe range, with a clear value proposition for the Portuguese market:Flower Blossom (waffle tulip with 6 mini scoops of selected ice cream flavours) was the 4th best seller, in the ice cream product family; Duo Coffee + Ice cream (expresso coffee + 1/2 ice cream scoop) was a way to both attract coffee consumers to the shops & to create an additional moment for the consumption of ice cream. With these recipes:the price was no longer the main decision factor on the buying process;improvement of sales performance rate on a very difficult market context;Consolidation of operation practices with positive impact in:The average score for Mystery Shopper raised 6 pp (2012 94,3% vs 2002 88,5%);Häagen-Dazs internal audits, in ESP (Environment, Service & Product) reached the highest score (100%) in 6 of the 15 audited shops. Close monitoring of supervisors & shop managers, with a focus on their motivation, allowed a low staff turnover.

Lisbon, Portugal

ResponsibilitiesBusiness plans for new products / concepts Key AchievementsDevelopment of the coffee business retail concept “Jeronymo Coffee Shops”: brand development, shop layout definition, product range definition & suppliers selection.

London, United Kingdom

ResponsibilitiesShop brand communication: definition of Lillywhites’ communication standards & window concepts;Key AchievementsDevelopment of a partnership plan with the market leader brands in each product category / sport for the harmonization of shops communication standards, in order to reinforce the Lillywhites’ premium customer proposition. Negotiation of shop corners concepts with products / brands that were a complement to the shops core business, in order to attract new customers.

Lisbon Area, Portugal

Product Manager for Nestlé Brands (Kit Kat, Bacci, After Eight e Buitoni) Product Manager for Jerónimo Martins own Brand (Jerónimos)Key AchievementsDevelopment of an wholesales’ team incentive plan to increase numeric distribution & market share for all Nestlé Brands and consolidate the market leader position for Kit Kat, in a market where all players are have commercial aggressive strategies.Improvement of business P&L as the result of an effective seasonal products sale strategy with a low return rate (Valentine’s Day, Easter, Christmas).