Leading teams to delivery against strategy. Developing extensive relationships with National Managed Retail, Lease & Tenanted Pub Co’s as well as Leisure companies to drive revenue (NR & GCC) and increase consumer retention. • Created a channel strategy that delivers Net Revenue and share growth against an On Trade YOY market decline.• Worked with Brands, Category Insight and Customer Marketing to ensure commercial objectives are delivered.• Created a marketing programme including category drivers, aligned with the customer retail strategy to increase frequency of existing and recruit new consumers to customers outlets • Using commercial business knowledge to recognise and balance the trade-offs in complex wider business/trading environment resulting in returning loss making customers back into profit.• Led the channel to improve forecast accuracy with Customer Demand Planners• Developed a high level of quality multi-level contacts and professional relationships • Conducted 1:1s and mentored the account manager team • Reviewed performance against objectives and KPI’sAccomplishments.• Q1 2020 returned the channel to Net Revenue & GCC growth (3% vs LY, 7% vs budget)• Negotiated an early exit from a £500k pa loss making logistics & commercial contract.• Engage customers at a senior executive level to understand their challenges & future retail strategy including contract timelines.• Create a “project team” culture to completing major tenders utilising the wider business expertise. • Instigate a channel New Business strategy. Identified a target base using CGA, £40M NR Multiple Retail Groups (industry influencers), category & consumer profile: Mainstream / Premium wet & food led o Build a tender team with a priority on presentational, engagement & excitement skills rather than “expert knowledge”.• Built a strong positive account team ethos to engage with the wider company virtual team (Category, Finance, Demand planning, Brands, Customer marketing).

Create & implement a strategy to significantly gain market share growth in this channel. Developing extensive relationships with Greene King & Marston’s as well as all the family brewers in the UK. Key metrics are revenue growth (NR & GCC), double digit volume growth and increase consumer retention through customers retail estates. Understanding the customers vision & retail strategy was critical for success.• Built a close working relationship with our Brands, Category Insight & Customer Marketing team to ensure our commercial objectives are at the heart of our marketing plans.• Using commercial business knowledge to recognise and balance the trade-offs in complex wider business/trading environment. • Led the channel to improve our forecast accuracy with the Customer Demand Planners via our S&OP / R&O process • I have developed a high level of quality multi-level contacts and professional relationships Accomplishments.o Created & delivered a robust channel strategy that delivered tenfold growth in 10 years (50k hl to 500k hl) resulting in 19% channel share vs Carlsberg UK share of 9.8%.o Create a customer centric culture of partnership / joint initiatives focusing on their own internal challenges and sharing how Carlsberg Group had overcome our own similar experiences as part of Carlsberg Groups Global Excellence Programme.o Greene King: Discussed UK brewing over capacity challenges = future national brewers brewery closers, less headroom volume could result in increased terms.o Secured Carlsberg lager & San Miguel into their retail estate on a 10-year deal. In 9 years, we grew from 12k hl to 270k hl.o Marston’s: We changed our relationship from a functional supplier to a partner status through placing a 5-year Tetley’s contract brewing agreement in return for significant core brand growth across their retail estate.o In 6 years, we grew from 15k hl to 110k hl.

Create & implement a strategy to significantly gain market share growth in this channel. Accomplishments.o Created & delivered a robust channel strategy that delivered tenfold growth in 10 years (50k hl to 500k hl) resulting in 19% channel share vs Carlsberg UK share of 9.8%.o Create a customer centric culture of partnership / joint initiatives focusing on their own internal challenges and sharing how Carlsberg Group had overcome our own similar experiences as part of Carlsberg Groups Global Excellence Programme.o Greene King: Discussed UK brewing over capacity challenges = future national brewers brewery closers, less headroom volume could result in increased terms.o Marston’s: We changed our relationship from a functional supplier to a partner status through placing a 5-year Tetley’s contract brewing agreement in return for significant core brand growth across their retail estate.o J.W. Lees Brewers: Our “Test model” partner for our family brewer strategy.Only UK Carlsberg Lager Production & Distribution licenseFirst brewer to receive Mahou San Miguel approval to receive bulk beer. Supplied their malt when central Europe crop failed, and pricing had significantly increased (Understood Carlsberg Group hedged their procurement over 4 years)Delivered >60% share total beer sales in their Retail business vs C UK On trade share 9.8%Additional channel successo As a new channel we also drove revenue & margin from new innovative conceptso Consolidated logistics solutions.o Container / keg rentalo Raw material shared procuremento License brand agreements