Retail Brand/Business Manager
Alyasra Fashion
Total years of experience :24 years, 3 Months
I am an experienced retail professional based in the ME with international and franchise experience; over 10 years of retail experience and over 17 years of management experience. I am currently responsible for 13 brands and my responsibilities include developing our brands within our market, full P&L accountability, leading strategic brand development and business planning, reviewing the performance of the brand's objectives and standards, managing delivery of optimum ongoing sales and cost performance, maintaining "host" brand/partner stakeholder relationships, the setting of product and pricing strategies, developing the brands marketing communication strategies, providing team development and leadership and sharing best practice.
I am responsible for all operational aspects relating to Operations within the Mothercare brand which extends over 11 different markets (countries) - Mothercare is the oldest brand within the Alshaya Group which consists of over 40 000 employees. It is a complex role which involves various facets relating to the running of a large international organisation (approx. $365 000 000 annual turnover). I work closely with the Vice-President, Business Director, Marketing Manager, SNR Operations Managers and the Brand Team (Fashion and H&T) to ensure that the integrity of our business practices are kept in place. All communication within the organisation comes through me to ensure that information is clear, timely, efficient and cascaded in the correct manner. Designing and developing the range catalogue for the business as well as running the ‘NewsLive’ system are part of my responsibilities. One of the main roles I perform involves the monitoring and tracking of performance (sales and service) and motivation of the Operations Team.
I was responsible for all Operational aspects, including, but not limited to Finance, Administration, HR and IR of the Sterns, American Swiss and Matrix Brands.
Performance Statement:
As General Manager it was my objective to effectively manage all aspects of Finance, Human Resources, the physical structures and equipment of the facility and all service aspects relating to staff and Customers, to ensure that my facility operated as a successful business unit.
Key Performance Areas:
A: Managing all Financial Aspects of the Business Unit
A.1 Prepare and provide budget proposals to achieve budgeted profit margin
A.2 Control income against budget
A.3 Control expenses against budget
A.4 Manage according to company standards in order to reduce risk
• Ensure ongoing compliance with all relevant salary requirements
• Ensure all staff are familiarised with the Code of Conduct
• Ensure ongoing compliance with all administration/sales and operating standards including personnel files as required by the Auditors
B: Delivering Superior Service
C: Maintaining Quality Facilities and Equipment
D: Managing Human Resources to Achieve Company Objectives
D.1 Ensure all information is communicated effectively to all club staff
D.2 Monitor Human Resources in line with company policy and standards
• Implement and ensure the adherence to required policies, procedures and systems
• Ensure all operating standards are launched and implemented effectively
D.3 Manage the appointment, performance and wellness of staff
• Ensure that exit interviews with staff are conducted
• Ensure that all the relevant recruitment procedures as required by the company are adhered to. These procedures include but are not limited to - requisition forms, application forms, interview processes, referrals, re-employable confirmations, etc.
• Ensure the induction of All new staff members to the business
• Ensure continuous staff appraisal interventions and develop/discuss development plans with staff
• Arrange the necessary training interventions (includes on the job and classroom training)
• Manage disciplinary and grievance procedures
• Implement Performance Management systems as required by the company policies and standards
• Ensure that succession is developed in all departments
• Acknowledge good performance
• Ensure that a work environment is created for staff where the company culture is lived, opportunity for feedback is created and where the wellness of the staff member is a priority.
1. Accountable for all Sales and Marketing
2. Worked closely with the Regional Sales and Marketing Manager to produce Sales budgets
3. Ensured that all targets, forecasts and goals set across all key related areas were met
4. Assisted in all key areas of personal development of the Sales and Marketing team
5. Actively coached and developed the Sales and Marketing team on an on-going basis
6. Supported and drove all marketing strategies, promotions and initiatives, whilst liaising with all other departments, to integrate and maintain team spirit
7. Monitored and tracked all Sales results and activity levels on a regular basis
8. Conducted regular appraisals and reviews with each individual Sales Consultant
9. Maintained a highly charged team spirit throughout the Sales Team
10. Produced accurate daily, monthly and quarterly reports
11. Responsible and actively sold corporate memberships (PWC and Delta were two of my accounts)
12. Ran spot checks and random inspections of all paperwork and liaised closely with all areas of administration to ensure procedures were adhered to
13. Responsible for all recruitment and selection