Senior Sales Manager
Arla Foods
مجموع سنوات الخبرة :17 years, 6 أشهر
Stepped into organization with old sales process and instituted structured systems to motivate sales teams to outperform targets. Part of the new, 3-part sales organization, implemented an empowering sales process and methodology, sales force automation tools, forecasting and progress sharing tools, and a business development process to deliver customer-driven innovation.
• Expanded Scope: Started with Arla in 2013 as a Senior Sales Manager in KSA - accountable for one sales region - steadily expanded scope to two sales regions.
Achieved Targets: Exceeded all sales, market share, and profitability targets: the overall market segment (dairy) in KSA is increasing at 5%, but Arla is growing at 10%.
Growth for Cheese: Took responsibility of Arla’s most important product line in KSA - cheese, 60% of Arla sales - and doubled growth rate of cheese 10% to 20%.
Drove IT: Appointed as IT Commercial Lead - overseeing the CRM system - and collaborating with corporate analytics and supply-chain teams to overhaul Arla’s forecasting processes in KSA. Applying data-analytics strategies to optimize distribution routes.
• Sales priorities: Within one month, changed the strategic focus from profitability to “volume is king.” Exceeded Arla’s volume -and-profitability targets - as well as all financial KPIs.
• Innovation: Devised and implemented several big ideas that improved productivity and profitability and instilled a customer orientation: Drove organizational development towards stronger customer orientation - driven by sales and marketing cooperation. Adapted quickly to a new business model - namely, major change when the worldwide supply of milk suddenly increased in 2014 (production in EU doubled when EC removed production limits).
Productivity: Contributed to improvement of distribution processes in a way that profit margins were maintained or improved despite the price drop for raw milk produced in EU. Additional profits were invested into profitable activities to develop the business in KSA.
Distribution: Soon after joining Arla in KSA, figured out that productivity could double by separating modern trade and traditional trade - the two primary distribution modes - based on that idea, devised a successful strategy and action plan.
Merchandising Breakthrough: Met demands of top customers for additional help with in-store merchandising, stocking-of-shelves in markets, and so on. Organized local, Saudi labor - already mandated at 35% of hiring - into a team with over 50 Saudi associates.
• Performance Reviews: “Works well with people - ambition, intelligence, energy, and integrity.” Commended for analyzing existing business situation with “fresh eyes, ” challenging assumptions, and recasting “problems” as opportunities.
EXELO (2012-Present), Affiliate Consultant: Romanian partner of Global Knowledge (www.globalknowledge.com), which focuses on training for project-management and business skills. Collaborate with (confidential) clients by leveraging global knowledge of EXELO worldwide partner network and expertise of local consultants.
NISSA (Oct 2012-Feb 2013), Consultant and Interim Sales & Marketing Director for one of Romania’s leading fashion companies (retail, online and export operations). Hired as Interim Sales & Marketing Director to set up sales-and-marketing framework prior to arrival of permanent, expat sales executive.
Reorganized the entire commercial organization and improved all areas: sales, marketing, warehousing, retail, export, and online.
Established weekly and monthly reporting-and-analysis of the business. Devised short- and long-term strategies to drive sales growth.
Leading global producer of bricks and clay roof tiles • 227 plants in 27 countries • €2 billion rev • 12K emp
37 Direct & Indirect Reports | Budget for €30 million sales | Presentations at Board Level
Promoted to Sales & Logistics Director for Romania (ROU) and Moldova (MDA), 2011-2012
Business Development Manager for ROU and MDA, 2010
Navigated sales during difficult period - weak sales switched from “order backlog” problem to “no orders.” Led evolution of sales from product focus to a values-selling approach. Adapted business model to survive during crash of the construction sector (driven by euro-currency crisis). Built an inclusive team environment that outperformed market-penetration goals. Introduced of a comprehensive triage program that combined sales engines of architects, dealer sales force and contractors.
Sales Highlights: During 2011-2012, despite overall market decrease, exceeded all goals - 101, 2% turnover & 109, 4% volume - and increased market share by 1, 9% during .
Retooled commercial strategy and employed creative, revenue-producing tactics to push sales that led to a 67% turnover increase of the B2B projects market. Special challenge: The single houses market collapsed (almost 50%), so adapted the business model to the new reality. Also developed new plan for non-residential market.
Instrumental in negotiating €2.5 million in net new revenues from one of Romania’s largest distributors”: Many dealers were going out of business, so quickly targeted “big customers” with strong financial resources to balance the losses - saw the opportunity and seized it.
Improved sophistication and accuracy of sales forecasting via strategic sales methodologies that improved sales-to-working capital ratio by 1% (led to 4% savings in logistics budget).
Team Leadership: Achieved stellar results from Gallup for Team Progress and Development, Opinion Counts, Personal Development, Care about Me, and Empowerment metrics.
Coached, mentored, and groomed several high-potential candidates for promotion to management roles.
Business Development: As BD Manager for ROU & MDA, defined a tactical approach to create a vision for the future, incorporating progressive action plans, goals and consistent messages.
Successfully led the SAP CRM implementation and extended it to marketing, sales, and service processes. Accelerated productivity and improve customer service (as proven by satisfaction surveys).
Pepsico - leading FMCG firm for snacks, foods & beverages • Star Foods - leads salty snacks in ROU market.
Field Sales Manager for Organized Trade (Big Retail Stores)
103 Direct & Indirect Reports | Key Player during Snack-Bev Integration | €100 M 2009| Board Presentations
Chosen as key player on startup and integration team during consolidated beverages and snacks. Combined proactivity, assertiveness, independent judgment, creative thinking, and a competitive drive to outperform all objectives. Reported to Organized Trade Director for Romania.
Sales Highlights: Grew net revenue and gained market share for 3 consecutive years in a fiercely competitive environment through the execution of a strategic sales plan focused on territory expansion and account relationship management.
+14.8% net revenue, +1.1% share of market (2009). 10.7% net revenue, +1.3% share of market (2008). +8.5% net revenue, +0.4% share of market (2007).
Sales Operations & Strategy: Introduced cost-reduction programs, restructured business processes, and improved operational efficiency. Designed go-to-market strategy and led task team - in conjunction with finance-and-logistics - that created better forecasting models.
Bread, bakery, and pastry producer in ROU • Five factories located in Craiova.
Achieved € 21million turnover | €5 million budget | Board Presentations
National Key Account and Export Manager for ROU, HUN, BGR, and MDA
Increased export turnover from €800, 000 to €1.1 million. Improved profitability and sales for key accounts and exports. Led strategic planning and tactical execution - sales, trade-marketing activities, logistics, and exhibition - in close collaboration with GM, distributors, & account teams. Grew net revenue +24% for targeted key accounts, which had been underperforming.
Market leader in Romanian beer market • All markets segments & brands (Heineken, Zipfer, Silva, others).
12 Direct-and-Indirect Reports | €1455 million turnover | € 8.7 million budget
Promoted to Regional HoReCa Sales Manager (2005-2006) | Regional Sales Dev Manager (2003-2004)
Recruited by Heineken, based on FMCG experience at Philip Morris with priority to jump-start sales innovation (CRM and Salesforce automation). Played key role during Heineken-Brau integration.
Sales Increases: +14% in 2005 and +12% in 2006: Traveled almost nonstop to distributors & customers. Targeted profitable customers and segments. Transitioned to consultative sales.
Distribution Channels: As Regional Sales Development Manager: Achieved double-digit growth, captured new distribution, and improved cash flow for distributors.
Customer Care: Heavily involved in CRM and salesforce automation (TransArt) and integration with SAP - which improved forecasting and increased team productivity.
Applied experience acquired at ACNielsen to market-research for PM, which led 96% market presence. Strengthened relationships with key accounts and met sales targets. Adapted strategies to comply with EU restrictions on tobacco marketing. Implemented testing for PM’s sales & CRM automation.
Started with ACNielsen during university years and continued after graduation (finance degree). Managed budgets and organized collection of viewer data. Led a team of 2-6 interview agents during period of rapid changes East Europe following the collapse of former USSR.
- The dynamics of strategy - Financial strategy - Business operations: delivering value - Making a difference: the management initiative
BSc, Finance