Commercial global sales strategy for renowned supercar company, focused on merchandising, licensing and partnerships beyond automotive.Strategic sales targeting top-tier luxury lifestyle partnerships.Multinational sales leadership and new business development.

Boutique advisory for luxury and premium retailers. Services include:- Sales team leadership- Global strategic sales in retail and wholesale networks- Strategic business development- Omnichannel and digital sales expertise- Strategic sales planning and marketing- Retail and sales training at scale

Structure the firm’s B2B sales strategy in North America and EMEA – verticals, markets, channels. Lead firm’s organization, marketing, recruitment strategies. Plan budgets, financials and commercial objectives. • Delivered commercial strategic plan which helped win over £1.5M in private investment• Negotiated commercial relationships to close B2B deals with US firms such as Home Depot ($1M+)• Structured and optimized product development pipeline to save 3-4 months of developer time

Plan and execute the commercial transformation of a mid-size Belgian apparel wholesale and retail firm to double revenue in 5 years (2018 sales €200M). • Wrote commercial strategy for the transformation of the existing EU footprint, plus channel-specific expansion plans for the US and Asia. Included costs, headcount and resource requirements, as well as milestones, trigger points and KPIs• Co-lead of the full global commercial team of 200 sales reps and all retail stores worldwide• Established brand-new blended learning Training Academy now training more than 400 staff and 2,000 partners annually• Asked to lead the Omnichannel project linking digital to the firm’s wholesale network (with McKinsey)

A new matrix role focused on sales productivity and retail excellence in all brick & mortar channels. • Coached cross-functional team to deliver the biggest single jewelry product launch in Swarovski history, reaching €50M in the first season• Directed, negotiated and delivered a new Retail Operating Model for 1,200 Swarovski stores to standardize the complete instore cycle. Model delivered digitally on time and on budget• Led global team that executed new global discount management structure across 40 markets. exceeded targets and saved €17M in discounts and €4M in gross profit in the first 6 months with 8% more inventory sell-through

Overall responsibility for the downstream Marketing development of the firm’s global jewelry and watches collection (jewelry revenue exceeds EUR 1.5B, watches revenue exceeds EUR 100M annually). Key deliverables included collection finalization, pricing, retail marketing briefings, communication toolbox product selection, lifecycle management, mid-term portfolio planning and collection architecture, as well as per season deployment activities for 120 markets.1. Coached the team to successfully manage the jewelry product portfolio of 1,000 SKUs over 6 seasons and generated an additional EUR 450M revenue (from EUR 1.2B in 2013 to EUR 1.65B in 2015)2. Newness critical: same team developed and launched more than 2,000 new products in 3 years3. Managed multi-season expansion of the biggest-selling single product family ever (over EUR 200M)4. Team of 8; 4 of whom have since been promoted internally into management roles. Interim direct responsibility for 60+ employees

Responsible for the end-to-end Marketing management of the core jewelry lines at approximately EUR 850M or 60% of division sales. Leading a team of 4. Product briefing and development alongside the Creative team, through to retail marketing inputs and market launches.1. Re-focused on commerciality: launches in first season saw 23% growth in revenue due to increased focus on bestsellers, on Christmas and on wholesale key account requirements2. Played key role in the first ever global jewelry consumer segmentation at Swarovski which served as the basis for the firm’s mid-term strategy3. Initiated a cross-functional review of demand planning which led to significant increases in forecast accuracy and inventory management

Recruited and commissioned to start a new business channel at the firm. Responsibilities included sales and P&L, key account management, market entry strategy, recruitment and training, new product development, service delivery and logistics.- Successfully recruited 11 channel specialists in 9 markets- Took the channel to EUR 20M in second year of operations

Led team of 4 channel specialists to develop existing clients, prospect for new business and market the Tiffany brand in this niche market. Included existing product assortments and bespoke solutions.1. Complete team change and successful re-organization upon arrival2. Grew the business by more than £1M