CEO
JARA
Total years of experience :33 years, 7 Months
developing from scratch a new food retail chain
Concept development
Formulating strategies, policies, processen, procedures
Setting up calculations and funancial models
Creating a multi cultural MT
Main responsibilities:
- setting up an organization for professional sales and trade;
- creating and implementing nation wide marketing strategy;
- creating sales force teams;
- creating supporting departments;
- integrating the new business into operations, commercial and marketing.
Dixy stores is a division of the Dixy group of companies (public) and is one of Russia's leading retailers (# 3). Led the Dixy division (2500 stores and 6 DCs) operating in 4 federal districts (radius: 3000 km) in a matrix structure. The annual TO is over 4, 2 bn. dollar. Number of employees: 50000.
Main responsibilities:
- leading a team of 9 sr. directors + 10 regions;
- managing day-to-day operations;
- direct responsible for all marketing activities;
- full P&L responsibility and its budgets;
- target: opening 500 stores in 2015;
- growing the business with > 25 % in 2015;
- developing private label up to 20 % in 2015;
- growing the promo share up till 15 % in 2015.
My main achievements:
- opened 265 stores in H1-2015;
- changed the marketing dept. and policy;
- grew the business with 28 % in H1-2015;
- reduced the good losses with 10 %;
- promo share: from 7, 5 % up till 12 % in H1-2015;
- share private label: from 6 % up till 10 % in H1-2015.
Reporting to:
- group president.
SVR operates Olivier supermarkets (private company) in Moscow and Moscow region. I led this modern and European like food Retail company from an unprofitable position into a "break-even plus" position.
Main responsibilities:
- led a team of 6 sr. directors;
- full P&L responsibility and its budgets;
- making the company into a more TO driven business;
- another commercial approach (promo and local marketing);
- making the company more efficient in operations and in logistics;
- developing the concept into a friendly store organization;
- bottom line: making the company BE and interesting for investors.
My main achievements:
- performed highest L-f-L TO of all Russian supermarkets in Russia in 2013;
- same for performing the highest volumes / m2 of all supermarkets in 2013;
- increased the back margin with 4, 1 pp;
- increased productivity: 30 %;
- declined good losses: 25 %;
- delivery reliability from 87 % up to 95 %;
- implemented category management;
- implemented various efficiency processes successfully;
- made company break-even in 2013.
Reporting to:
- board of directors (shareholders).
Reason for leaving:
- Dixy wanted to take over 51% of the shares;
- made the step to Dixy;
- however, the deal didn't go on.
Aldi is one of Europe's largest retailers and has a strong decentralized organization. Each Aldi company is an independent entity with its own store network, DC and HO. As a strong performance driven concept it stands for uniformity with a high quality EDLP market approach. I led this company (75 stores (2010) with an annual TO of over € 380 mio.) to a high efficient level company according the Aldi standards.
Main responsibilities:
- member of Dutch Board of Directors;
- leading a team of 5 sr. directors;
- full P&L and investment responsibility;
- managing day-to-day business;
- focus on growth and integral efficiency;
- reconstructing / refreshing the stores;
- growing the network.
My main achievements:
- double digit TO first 2 years as director;
- increased non food up to 21 % share;
- significant lower OOS and a higher shelf availability;
- better store performance and stronger network;
- strong good losses management: < 0, 72 %;
- high efficiency rate in all sections;
- opened and reconstructed in total over 60 stores;
- constructed and developed a new Aldi DC + HO.
Ad interim positions:
- from 2005 also operating Aldi Drachten (total TO: 500 mio. euro);
- from 2010 also operating Aldi Zoetermeer (new Aldi company).
Special project:
- constructed and developed new Aldi DC + HO (The Hague region);
- set up, organized and led this new company (Aldi Zoetermeer);
- to make it steady ready for new Managing Director.
Reporting to:
- holding director.
Reasons to leave:
- ambition for an international career;
- after 17 years at Aldi on a crossing point: to continue or to leave?
See company description above. Aldi is a strong performance driven company. I led the Sales department, covering Amsterdam and the Western part of The Netherlands (50 stores in 2000), to improve and stabilize the operations for a higher TO and a much better efficiency rate. In those times the company had to deal with a high sick leave, high staff turnover, lack of quality staff and a high number of vacancies.
Main responsibilities:
- leading and coaching 7 Area Managers;
- responsible for sales and store operations;
- responsible for coaching the hard targets for our Area Managers;
- TO, operational and staff costs, productivity, good losses, etc.;
- store openings, design and reconstructions;
- nego’s for equipment, etc.;
- contacts with landlords, maintenance parties, local governments.
My main achievements:
- stabilized the Sales department by recruiting new Area Managers;
- same to new Store Managers;
- brought down the sick leave from 11, 0 % back till 3, 0 %;
- made new and more healthy agreements;
- brought down the expenditures and made the department healthy.
Reason to leave this position:
- promoted to be the Managing Director of the company.
This Aldi company was set up in 1998 as a new Aldi entity and covering the South West part of The Netherlands. I led the Financial department and was one of the main contributors to build up the organization of this new company. Store count 2000: 57
Main responsibilities:
- setting up / developing a new financial organization;
- leading different financial departments;
- reports, budgets and financial forecasts;
- responsible for money flows, payments, etc.;
- administrative guidance of goods flow;
- managing IT processes & projects;
- managing special HR and Legal issues.
My main achievements:
- created a well organized Financial department with its sub departments;
- total company was running well within 1 year (administrative and logistical);
- all reports timely and in good quality;
- wrote lots of procedures to get the organization on the right track.
Reasons to leave:
- being the Sales Manager for Aldi Zaandam;
- being prepared for the next step to become a Managing Director.
This Aldi company was covering the whole South part of The Netherlands with 102 stores in 1998. After opening Aldi Roosendaal it was covering only the South East part. I led one of the districts in this network in the South. I was one of the first Area Managers with an higher educational background in those times.
Main responsibilities:
- leading and coaching 15 store managers;
- monitoring the store performances;
- executing plans and reached all annual targets;
- TO, costs, productivity, good losses, etc.;
- cash and goods flow operations;
- stock management and stock control.
My main achievements:
- higher TO by better store performance, ordering and shelf availability;
- higher productivity by creating better teams and involvement;
- highest TO development and second highest productivity in the company;
- mastering the good losses: < 0, 30 %;
- low sick leave: < 3, 0%.
Reasons to leave:
- being the Head of Finance for Aldi Roosendaal;
- to contribute to build up this new Aldi company;
- being a MT member for this new Aldi company.
Hero Benelux is a Dutch-Swiss food manufacturer of industrials and a wide range of premium products, including: jams, soft drinks, canned foods, convenience products, bakery products, etc. Hero is a conglomerate of multiple production sites and sales offices across Europe and has a so-called matrix structure.
Main responsibilities:
- all round HR and recruitment activities for Marketing and Sales at HQ;
- detached to 2 different production sites;
- member of local MT’s at production sites;
- developing, implementing and executing HR policy;
- guiding organizational development.
- corporate communication & editing magazine;
- corporate culture and events.
Special projects:
- guiding closing down and relocation production site;
- developing and executing social plan and mass resignation;
- organizing and executing mass recruitment for a new production line.
Reason to leave:
- the ambition to be a line manager;
- being responsible for the business directly.
Manpower is a succesful global leading staffing and recruitment agency. In 1990 Manpower was starting up in the Netherlands.
Main responsibilities:
- acquisition new clients;
- client relation management;
- recruiting, selecting and sourcing staff;
- local & regional marketing.
My achievements:
- created a significant network of new clients.
Reason to leave:
- got a fantastic job offer fully fitting to my specialized education;
- a job with a lot of space for personal growth;
- at Manpower only acquisitions (phone calls and vists).
- HR; - Management & Organization.
