Toby Walker

Accountable for the top and bottom line growth of 100+ stores across seven countries with a team of 500+ employees including
six direct reports across Operations, Interior Design and Visual Merchandising.
• Main point of contact with Brands to execute their strategies across the region
• Instrumental in finalizing partnership and re-launch of Puma into KSA as well as takeover of operations in Qatar
• Key stakeholder in setup of Beside Loyalty and E-commerce programs
• Secured significant interior design project savings through stringent negotiations and budget planning
• Took strategic decisions and actions mitigating profit losses through the COVID-19 pandemic ending 2020 EBIT positive
• Designed a development and reward scheme to increase employee retention. 2020 retention rates improved by 45% on 2019
• Consolidated store portfolio increasing EBIT
• Grew GP by 2.5% through strategic pricing analysis as well as effective discount management
• Restructured workforce reducing payroll costs by 15% in 2018
• Planned and led Saudi Nationalization project reducing expat employees from 100% to 20% over a six-month period
• Implemented a training and development strategy to empower and grow Saudi Nationals
• Rolled out VAT implementation in UAE and KSA
• Grew sales in 2017 by 4% on LY with a double digit drop in footfall, by driving efficient stock levels and improving KPI’s
• Massively reduced shrinkage results by 34% on budget in 2017 by introducing stock loss action plans and a loss prevention
policy to enhance and standardize inventory controls
• Transition of Scotch & Soda franchise to Beside Group in UAE - Operations, IT infrastructure, Logistics, Projects & Facilities
and Human Resources
• Strategically analysed current and established new structures & salary bandings, slashing salary costs in 2017 by double digits
while maintaining operational productivities and service levels
• Initiated a “Best Sellers” process growing the sales mix of the top ten from 16% to 19%
• Instrumental in setting seasonal buying budgets, influencing product selection and category mixes across brands
• Developed and launched new product purchase and delivery service, reducing lost sales by over 340K, increasing sell thru and
enhancing service levels
• Initiated, created and regularly enhanced the Operations Department policies and procedures to support business growth
• Negotiated rates with service providers reducing costs by 15% while improving efficiencies and functionality
• Planned and project managed in excess of thirteen new store openings including new markets.
• Negotiated various rent reductions with landlords and early lease exits based on P&L scrutiny
• Developed enhanced MIS reporting at Group level for improved commercial awareness and analysis
• Built strong relationships and partnerships with all brands
• Pivotal in decision making on marketing activities and channels of execution
• Developed and launched customer experience training and team observation checklists, improving service levels and delivering
a mystery-shop result of 93% in 2017
Beside Group
Diesel, Diesel Kid, Fred Perry, Scotch & Soda, Pinko, Geox, Puma, Longchamp, Aape

Strategic setup and launch of MUJI as a new brand to the region
• Created the annual events and marketing calendar with the Brand Director and Merchandise Manager
• Drove the product buy, to increase volumes of best sellers and improve the range across both fashion and household and
changed pricing architecture improving rate of sale and increasing margin
• Initiated new processes, controls and best practices into the stores resulting in secure financial controls, high productivity and
team development
• Developed and launched “Customer Journey Audit” for stores, developing the Managers and achieving consistency across the
business
• Created and launched an employee of the month process and set an annual training plan for store teams
• Implemented shrinkage controls delivering results of -0.15% COS for the year
• Developed an action orientated commercial feedback template resulting in improved commerciality in stores and concise
feedback to improve future product buys
• Implemented and enhanced a product ordering and replenishment process to Kuwait growing sales by 23% in 2011
• Influenced divisional product mix with Juicy brand growing track wear from a 32% mix to a 43% mix
• Proposed and implemented an internal store layout change and product mix across the Jane Norman brand growing the
dresses category from a 44% mix to a 61% mix
• Supported buying and merchandising team in cataloguing Core Essentials and Middle East Specials by location
• Achieved a positive shop door contribution growth in double digits in the first six months of 2010 by driving sales,
expense control and margin management
• Massively reduced stock loss results by 30% vs. 2009 resulting in a saving of AUD 420K in profit
• Influenced pricing architecture by aligning price points, which resulted in an additional AUD 210K to the margin
performance with no negative impact to sales in 2008
• Successful strategic planning of events through to execution of events calendar which resulted in positive sales and profit
results. Annual turnover for Region of AUD 63Mil
• Created new procedures and operational best practices to enhance processes, which are now the current policies and
processes that are in place across the company
• Developed and introduced Recognition of standards audits, service assessment checklists and mystery shops
• Key player in the development of new performance management model in order to motivate team which resulted in low
staff turnover, saving the company on recruitment costs
• Developed a succession planning process and template resulting in internal growth of employees, both in stores and at
regional level.