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Entrepreneurial spirit, with proven managerial experience and results, willingness for excellence, willingness to learn an to build a career, looks for challenges & development, determination, initiative, proactive & good communication skills, team spirit & team management abilities, customer oriented skills. Analytical mind, organized, strategist, as well as problem solving oriented profile. Willing to overtake responsibilities.
ianuarie 2010→ prezent
In charge to develop Traditional Trade channel and manage the romanian sales team on indirect and direct distribution.
februarie 2008→ octombrie 2009
Executive Director responsible for developing the group strategy, for creating a commercial policy and introducing into the organization the optimism, the professionalism and the focus on results for all group companies.
iunie 2007→ februarie 2008
Job subordinated to the General Manager Kamis Condimente and located in Bucharest. Responsible to manage a team of 3 regional managers, 7 area sales managers, 27 sales representatives, and indirectly over than 150 sales people from 36 distributors. Responsible to develop the sales strategy, to change the existing commercial policy, to optimize the route to market system and to re-introduce into the sales organization the optimism, the professionalism and the focus on results. • Coordinating the assigned sales activities within the Commercial department of the company by setting and developing the business strategy, on the Retail & Horeca channel • Managing the team and the distributors; recruiting & training by developing in order to achieve the performance by managing to increase the level of in-store execution in a very short time; • Liability connected to the customers network and the distributor’s sales activity on the Commercial policy through the projects and specific strategy; • I succeed to put into the performance way the direct sales force on the Bucharest area increasing horizontally with 68% ND and vertical increase with 41% for the last 6 months. • I created the KPI's kit and procedures securing the performance of sales force, and the overall result at the end of 2007 vs. 2006 was with +24%, achieved on the last 2 quarters (first 2 quarters was negative with -2% vs. 2006 due to lack of strategy, KPI’s and a big rotation of the people).
noiembrie 2005→ iunie 2007
Sales field management position, subordinated to the Commercial Director. Responsible to manage directly a team of 83 people (6 area sales managers, 24 sales representatives, 11 van-sellers, 10 proxy merchandisers, 32 key account merchandisers and indirectly 28 sales people from distributors), to implement sales strategies and to provide outstanding sales results through them. • I coordinated the assigned sales activities within the Commercial department of the company by developing the business in the region area, on the each canal (Traditional Trade, KA, Horeca), of the subsidiaries (7 on the region) and the distributors (6 on the region); recruiting & training by developing the teams in order to achieve the performance by managing to increase the level of in-store execution in a very short time (vertical growth with the best performance – East region won the 1st place in 2006) ▪ Sales organization was dramatically developed, followed by a huge sales increase (+65% in almost 2 years) ▪ Sales and distribution cost decreased from 12,3% of turnover in 2005 to only 9,8% in 2006 due to a new approach of the sales and distribution system, based on customized service packages and on increased efficiency of work. ▪ I designed the indirect distribution commercial policy, strategy, key performance indicators, motivation system, by implementing Distributors Project RTM. Responsible for distributors channel national wide between 2006 and 2007. ▪ Responsible to engineer and implement a new sales and distribution system in East Region. Project completed within 2 months with great results (83% numeric distribution increase, 25% sales increase, 130% profit increase with a cost increase of only 2,9%) ▪ I developed the projects and specific strategy for East region (Black Sea project, Bucovina project, Implement RTM & Roll-out Distributors project...).
decembrie 2003→ noiembrie 2005
Middle Management Managerial position on Trade Marketing sub-department (horizontal accession, preparing next position as Regional Sales Manager). Responsible for Danone fridges fleet by providing strategically contribution for the company through developing projects and improving the company image with very good results on long term. ▪ Key achievements: - I managed huge budgets (moiré than 1 million euro yearly), I succeed to bring strategically contribution for the company through an earlier payback on projects investments and with very good results on long term - I build up a clear database of company assets; - I created the KPI's kit and procedures for monitoring the emplacement and the performance of coolers - I developed the fridge fleet and optimized their usage, being the important support of the business. - Emplacement of more than 1000 coolers in 2004; 2000 coolers in 2005, with a clear channel strategy (type, performance); military execution. -Negotiation with new suppliers, 30-40% cost reduction per cooler. -Sales performance for fridges +35% versus +15% proximity channel. - Purchase of special coolers type for secondary placement in Modern Trade channel.
decembrie 1999→ decembrie 2003
In charge to manage sales, logistics and supply chain at the area level (Ploiesti area with 8 subordinates for all channel: KA, Traditional Trade and HoReCa) Promoted as sales supervisor in Dec. 1999; 120% increase of sales in 15 months. Promoted Area Sales Manager – managing 2 platforms (2 specific teams): Prahova & Dambovita, Brasov & Covasna, in April 2001 due to the very good results. In charge to manage around 20 subordinates (sales, administration and logistics). ▪ Key achievements: - sets targets and objectives for salesmen and merchandisers and objectives for other staff and ensures that they are understood and achieved; - visits international and local key accounts (and others), in order to develop and enhance business relationships; - negotiates collaboration terms and conditions with important clients according to the commercial policy and other guidelines provided; - ensures the correct application of the commercial policy and obtains superior’s approval for any deviations or exceptions; - manages and controls credit within pre-set parameters; collecting payments personally if required; - creates and maintains a professional environment for the activity of the team, allocates the tasks and duties of each subordinate, determinates their level of authority; - evaluates the results of the team and determines ways to improve them, including making suggestions regarding the overall improvement of the activity, achievement of targets and marketing activities; -BV&CV: increasing shelf space from 30% to 60% & volume +20% -PH&DB: +30% sales increase, the biggest shelf space in 2003 (80% share of shelf category)
mai 1998→ decembrie 1999
Start-up of new subsidiary (Ploiesti) in the country (promoting the first rage of Danone products launch in Romania, census & survey, activated the clients, setting the first KPI’s, made the firsts routes…) Based in the in Ploiesti, working as a sales representative in direct sales for the Danone Company. ▪ I developed the relationship with the local distributors and customers, working as a field person and directly taking care about the customer satisfaction & motivation. Directly responsible to successfully manage and to successfully become the company interface for around 120 clients. ▪ Nominated the best Danone salesman of the Country for excellence in sales – 1999.
octombrie 1997→ aprilie 1998
Local Distributor (Prahova County) - Sales and Distribution FMCG products. Based in Ploiesti, working in the County Prahova area as a sales representative in direct sales for achieving the objective (daily/weekly/monthly target) and developing the business in allocated area.
iulie 1995→ septembrie 1997
Qualifications: ▪ Business development ▪ Projects management ▪ Building performing organizations ▪ Change Management ▪ P&L management, budgeting ▪ Sales and distribution engineering ▪ Policy / Procedure Development ▪ Developing, training and retaining talents ▪ Process & Productivity Improvement ▪ Strategic planning
