استيفان داماتو

 Leading the Saudi Market Organization (250 headcounts, 200-300 Mio SAR) and responsible for the implementation of the strategy, focusing on sustainable value creation with full ownership of the P&L,
 Member of the Saudi Board of Directors and META (Middle East, Turkey and Africa) Executive Management team,
 Leading, developing, coaching and challenging a strong team of 8 Senior managers with multi-level skills and experiences and multinational backgrounds through situational leadership,
 Driving team members engagement, increasing retention along with high focus on integration of Saudi talents: Rolling out and monitoring an effective D&I road map and strategic manpower development plan (talents management),
 Optimizing the structure of the team and OPEX: Challenging the status quo and revisiting the processes to reach seamless process leading to customer satisfaction and differentiation,
 Anticipating trends in the market, comig up with different scenarios / risk calculation, and investing in potential growing segments and geographical areas,

-Leading the Red Sea sales division (50 headcounts) and responsible for the implementation of the strategy, focusing on sustainable value creation and
on addressing new opportunities,
- Member of the Executive Management Team: Cooperating with senior executives - Cross-functional team management experience,
- Leading, developing and coaching a strong team of 6 Area Sales Managers with multi-level skills and experiences and multinational backgrounds,
- Giving direction to the whole department, monitoring and managing theperformance by implementing the relevant KPI’s and corrective actions,
- Generating more than 35% of the Company’s revenue,
- Responsible for Key account development: Developing the account strategy and maintaining commercial relationships with key partners,
- Constantly looking out for new sales and business opportunities in targeted markets:

Responsible for developing and maintaining marketing strategies for all Business Units to meet agreed and defined company objectives and targets.

 Product Leadership strategy implementation as per Hilti Marketing Management standards: Customer opinion surveys, market analysis, competition landscape analysis, profitability tracking,
 Development of annual marketing plan and marketing road map involving all sales channels,
 Team leader of 7 Product managers (Junior and Senior),
 Analysis of the market, fact base build up: Defining priorities based on opportunities, potential and segments attractiveness,
 Coordinate actions and initiatives among all sales channels (driving sales),
 Driving key initiatives from concept to sales execution,
 Marketing campaigns design: Concept, roll-out, steering (KPI’s definition),
 Customer satisfaction survey analysis: Identify areas of improvement and define action plan with other departments,
 Team members performance management: Developing team members, setting individual SMART targets, daily coaching, monthly/trimesterly performance review, action plan,
 Proactively establish and maintain effective working team relationships with all support departments,
 Monitor, review and report on all PLS activities and results,
 Budget management: Deliver all marketing activites and initiatives within the agreed budget.

Responsible for developing, leading and guiding a team of salespeople to achieve outstanding results.

 Implementation of Hilti sales management standards to increase productivity and competence: TTM, zoning, reporting,
 Monitoring and steering: Definition of Key customer strategies, pricing strategy, Key Performance Indicators (KPIs),
 Sales planning: Define sales target for the different territories and specific individual targets, and explain it clearly to the sales team,
 Management of 13 salespeople: 6 account managers, 2 Key account managers, 2 Key project managers, 3 Consulting Engineers,
 2010 target: 25 MSAR (2010 achievement: 115%) - 2011 target: 32 MSAR (2011 achievement: 110%, +28% GTPY, +45% growth in Power tools)
 Definition and implementation of business plan: Penetration and development of key accounts, driving differentiation in Top projects,
 Business follow up : Projects fact base, key customers assessment & development, Identifying potential & new opportunities,
 Hiring process: CV scanning, interviews, select the right people,
 Team members performance management: Developing, motivating and supporting team members. Monthly performance review, corrective action plans, trainings.

Responsible for the outbound marketing activities for my assigned product lines. Define and develop innovative marketing programs that drive demand and differentiation.

 Power tools & Accessories product manager: 1st Business unit in terms of sales, growth and profitability,
 Definition and implementation of BC strategy: Definition of focus applications, key influencers, customers buying process & behaviour, key players in the market, specific trade needs, Sales approach,
 Product Leadership Strategy: Marketing plan for key products, introduction of new products, product management,
 Develop product positioning and communicate the value proposition of the products to the sales team,
 Develop sales tools that support the selling process of power tools,
 New products launch: Plan the launch of new products and manage the cross-functional implementation of the plan,
 Market intelligence: Expert on our main competition and how to crush them
 Definition and roll-out of the training concept for the sales force,
 Business follow up and steering of the initiatives.

Define a more structured approach for Shop in Shop channels. Measure and analyze the different shops performance.

 Management of the project team,
 Definition of the Marketing concept and presentation to the Executive Management Team for final sign off,
 Business Model description to the sales managers,
 Regular meetings and field rides with Hilti Shop sales representatives to check synergy with the partner and coordination with direct sales force,
 Business update to the Partner Top management (Point P),
 Profitability and feasibility analysis by shop,
 Estimate of impact on sales objectives and Sales Force remuneration,
 Definition of new impact zones and business follow up.

Automate the daily business tasks of sales force, including TTM, contact management, information sharing and CRM activities.

 Management of the team of 2 trainers and back office,
 Definition of the SAP Mobile end users training road map: “Train the trainer” concept and analysis of Sales force training needs,
 Management and organization of the trainings, creation of training supports,
 System testing and improvement in collaboration with the global IT team,
 Analysis of sales processes, definition of special local needs and specifications,
 Tracking and steering of the participation: Identification of low performing team members and Roll out of corrective trainings by sales managers.

Responsible for managing staff, ensuring high quality customer service and dealing directly with critical customers.

 Activity analysis, development and installation of daily management tools,
 Design of promotional leaflets to support outbound calling,
 Customer orders management, follow-up and control of stocks in interaction with purchasers and products’ managers (forecast),
 Consulting and technical support: Technical advises and functional support,
 Tailor made services for Key Diamond Service Contractors,
 Coordination with AMS team for urgent repairs and loan tools management.