Sergio Londoño Email & Phone Number

Bogota, D.C., Capital District, Colombia

Bogotá D.C. Area, Colombia

Brand commercial operation for B2C (Retail), B2B, and wholesale (marketplaces) channels, meeting commercial KPIs, structuring commercial processes and strategies and aligning them with other areas such as Operations, Product, Finances, Marketing and Creative.- I increased in-store traffic by developing high-impact commercial strategies aligned with the Marketing department.- I enhanced sales personnel performance by focusing on training, internal promotions and career plan.

Bogotá D.C., Colombia

Overall operation of the brand in Colombia through different managerial fronts: Commercial (both B&M and online stores), Sales team, Logistic process, Product, Marketing, Expansion plan, others. This, in order to inject more fluency and efficiency over the daily operation towards the achievement of the proposed objectives for the brand. E-commerce channel launch via branded website and marketplaces.- I increased brand sales and positioning by launching the e-commerce channel (branded website, Linio, Dafiti, Mercado Libre, and Rappi) and digital ad campaigns.- I supported the expansion plan by opening two B&M stores.

Bogotá D.C. Area, Colombia

(Consultancy) Definition of sales forecast, brand launch Marketing plan, operational structure, professional profiles required, logistic process end-to-end, and other processes to establish a solid operational foundation for the Aldo Shoes brand entry to the Colombian market in terms of Commercial, Logistics, Marketing, Product, and HH.RR. issues.- Marketing strategy design for the brand launch in the local market while guaranteeing meeting sales target.- I increased commercial staff efficiency, wellness, and retention by defining an ideal team size for each store and a competitive wage package.

Bogotá D.C, Colombia

Buying product collections and evaluating their distribution, monitoring product rotation in stores, supervising brands visual merchandising guidelines implementation, and training sales staff in product and brand knowledge. - Meeting Commercial KPIs over 100% and double-digit sales growth thanks to better product placement in stores and better skilled and trained sales staff.- I reduced 12% the end-of-season sale stock due to more accurate product buys and placement, and working alongside the commercial team. - I created the first version of the Store Operations Manual for CH Carolina Herrera and Purificación García.

Bogotá D.C., Colombia

Meeting commercial KPIs; supervising stores in terms of appearance, performance, and operativity; managing sales personnel; monitoring in-store stock; and, guaranteeing brands' guidelines implementation.- Meeting FY 2016 sales budget (105%) with +20% growth versus LY.- Better in-store stock control by reinforcing stock management processes to protect the company's profitability. - Planned the opening of four B&M stores.

Bogotá D.C., Colombia

Applying brands' visual merchandising guidelines with a national scope, monitoring product distribution in stores, and training sales staff in visual merchandising. - I created two visual merchandising manuals as a support tool for personnel training in the application of the brands' guidelines- I trained the sales team over applying and adapting product exhibitions to increase brand positioning, in-store traffic, and clients' willingness to buy.

Medellín, Colombia

Meeting sales target; managing and developing long-lasting win-win relations with key accounts (trade and institutional channels); monitoring clients' stock and sales (sell-in and sell-out); reducing merchandise returns; and, managing portfolio. - I increased sales by reinforcing with actual clients and opening new clients by outsourcing them. - I reduced stock days in the clients' warehouse by increasing sell-out via higher demand gained.

Mba In Fashion And Beauty Companies Management

International Business Administration

Design And Fashion Collection Architecture

One-week course

Diploma & Workshop In Fashion Communication