- Range review, supply chain optimization, planification of major sourcing events, set up of the promotional plan and CRM strategy - Set up of a scalable WMS - Elaboration of the 3 year expansion plan

Mall Group, acquired in 2022 by Allegro Group, is an 800m€ annual sales pureplay internet retailer trading in 5 Central European countries (Czech Republic, Slovakia, Hungary, Slovenia and Croatia). - Launched the entire portfolio of Mall.cz and CZC.cz onto the Allegro Czech marketplace, positioning Mall Group as the main 1P merchant on the Allegro platform. - Improved price competitiveness reducing Price Defect Rate to an historic low (-10pp YOY) whilst maintaining margin. - Undertaken organizational review to leverage European scale through centralization of data and merchandise planning functions enabling communalization of stock and common buying synergies.

Unodis, operating under the fascia UNO, is the leading hypermarket and supermarket chain in Algeria (13 stores of which 5 hypermarkets, 1000+ employees). A subsidiary of CEVITAL, the largest private sector company in Algeria owned by the Rebrab family. Key achievements include: - Turned around the company moving from loss making to break-even, doubling sales and generating positive cash-flow in less than three years. - Successfully opened the largest hypermarket within a shopping-mall in Algeria (Uno Es Senia) bringing a second flagship to the network.

Full P&L and unique administrator with 100% of voting rights for all entities of Toys”R”Us in France, Spain and Portugal. Sales of 500m€+, 114 stores, 2500+ employees. Key achievements include: - Redefined merchandising model with implementation in 6 remodelings and 4 openings, each performing at 20%+ above initial investments plans, historical sales performance achieved on e-commerce sales through implementation of dropship solutions and democratization of SFS (Ship From Store) picking method. - Post Chapter 11 procedure in the US, successfully implemented all legal, financial and operational measures to save the French and Iberian subsidiaries from liquidation (MBO conducted for Toys”R”Us Iberia and sale of Toys”R”Us France).

Chairman advisory Board Toys'R'Us Iberia: Elaboration of the sales and leaseback plan, Spearheading retail alliances opportunities

Responsibility for the category and sourcing strategy for all Non-Food (Turnover of 4,5bn€ across 25 countries) with centralised procurement of private label and Group global overriders agreements with branded suppliers Key achievements include: - Grown common sourcing sales by 36% whilst increasing common sourcing margin by 2,3%pp, re-organized Far East sourcing critical path reducing lead times from product brief to delivery to store by over 30%. - Creation and implementation of the Group-unified non-food merchandise structure. - Reshaped International Branded agreements with the signature of a purchasing collaboration with Auchan Group and alliance with MediaSaturn Holding for Electrical categories.

- Full accountability for the P&L of the airports stores division (35 stores across 4 countries, £190m sales), the implementation of the concessions business (Harrods Knighstbridge Technology Department) and the international expansion of the airport concessions. Key achievements include: - Delivered record breaking Net profit results of £28,2m for the UK (a £3,3m year on year improvement, beating budget by £2m) and delivered international profit to plan at €2,5m with new stores breaking even in their first years. - Launched Harrods Knighsbridge Technology Department on time, within Capex and cash budget, over-delivering sales and margin targets from day 1. The success of this new concept will undeniably place this store within the top 3 performing stores within the Group. EBIT for next financial year consequently increased by 54% versus initial plan. - Established robust range planning disciplines resulting in availability improvement of over +6% pts yoy whilst reducing aged stock by 40% and improving stock turn by over 10%. - Implemented cash management procedures resulting in half year cash position improvement of 38% and trading account (year end position) growing ahead of sales by over 10%. - Undertook complete re-training of the entire store colleagues population resulting in the achievement of the highest ever scores in customer satisfaction surveys and staff engagement measures improving by 6% points. - 5 new stores added to the portfolio, including 2 internationally.

- Definition and implementation of the Group Strategy for all major branded international suppliers (International overriders contracts, Credit management, cross-countries business plans, Exclusivity programmes, local subsidiaries negotiation support). - End to end management (from demand creation to products returns) of the Group direct sourcing operation (OEM), including P&L accountability for the Hong-Kong, Shenzen and Taiwan offices. - Support to the corporate purchasing team (Goods not for resale negotiations and revenue generation). Key achievements: - Turnaround of the Direct Sourcing operation of the Dixons Group from a disfunctional and fat organisation to a quality centric, process driven, fast, reliable and cost effective business. - Shaped and transformed the Group brand and Marketing strategy for OEM, reducing the brand portfolio from 74 to 7 brands. - Radically changed the Sourcing process and the criteria for product selection to ensure better quality products, more profitable and with enhanced features, resulting in increase of share of business from 6,2% to 17.8% of sales with share of quantum profit (netted from returns) at faster growth than sales (£15m incremental OEM profit in less than three years). - Delivered multiple Value Chain initiatives resulting in significant reduction in overall cost to serve (from over 4% in 2008 down to 3% by 2011) of the Sourcing entity notably on returns performance (20% reduction), forecasting visibility enhancement (stock cover reduction of 5%), currency hedging rules (all adverse balance sheet movement reduced to nil) and critical path lead time reduction. - Complete restructure of the International Buying Team generating in excess of £2M net payroll saving whilst delivering enhanced OEM benefits and achieving target on generation of international overriders (income of £65m per year).

- Buying and trading for Hardware and Non-Hardware computing categories for the £1,8bn annual sales PC-World UK chain. Key achievements: - Delivery of a Buy For Less plan generating a £7m extra margin to counter-act the dramatic L4L sales decline of the winter 2008 (credit crunch crisis). - Design of new commercial processes in relation with the operation development team: range planning, exit planning, event and promotional management.

- Buying and trading for all non-food (Hardlines) categories (£250m annual sales) covering Czech and Slovak Republics. Key achievements: - Implementation of merchandise planning and stock planning disciplines resulting in stock cover reduction from an average of 20 weeks to 14 weeks in less than a year. - Reduction in half of the aged stock position through aggressive clearance events coupled with radical range rationalisation (clean up of 85,000 skus from the stock file in first three months) and establishment of strict aged stock provisionning methods. - Improvement of underlying trading margin (ex-clearance) by 3% points through the alignment of range changes calendars with UK sourcing timelines unlocking as a result the scale benefits of Group Buying.

- Buying and trading for Toys, Sport and luggage categories (£240m annual sales) for the UK, including online. - Buying responsibility for common lines with Central Europe, Turkey and Ireland. - Set up and trialled process and implemented first 50 pan-European (consolidated volumes of UK, Ireland and Central Europe) private label grocery and frozen lines. - Management of parallel trading and B2B (internet auctions) teams. Key achievements: - Financial targets over-achieved on all major KPIs (sales, margin, mardown, forward stock covers and price indexes). - All promotional events and range changes launched with 97%+ availability. - Implementation of innovative in-season space flexing between categories to optimise seasonal opportunities (resulting in 2% point market share gain in toys and circa 50% LFL growth on the sport category). - Re-organised team (organisational design, recruitment, training and role changes) to enable optimisation of new initiatives (European Buying and launch of on-line business). - Succesfully delivered extended ranges and set up for launch of Non-Food on-line and first ever Tesco’s version of Argos-style catalogue. - Established the basics of Pan-European sourcing for grocery and frozen within Tesco. - Succesfully launched the first ever 50 pan-European food private label products within challenging timeframe while overcoming natural push-backs from subsidiaries with regards to matricial ways of working.

- Creation of the Central European Buying Team to initiate Common buying for Food and Non food key lines and harmonising Net Net prices with the most important branded FMCG suppliers in the region. - Multi-national team based in Prague, Krakow and Budapest. Key achievements: - Generated annualised buying benefits of £17m, higher than expected results through leveraging scale and limiting use of third party agent/wholesalers yet improving in all cases the quality of the products sourced. - Established first ever cross national negotiations based on robust true net net pricing comparison model with central ownership of cost data and sustainable exchange rates variation model. - Through the success of the Central European buying initiative gained commitment from Central Europe CEOs and plc Board to include UK volumes in the European tenders (hence next role).

- In Charge of integrating the commercial terms and conditions between Tesco Polska and Hit, a 20 hypermarkets-strong chain acquired by Tesco in Poland. - Terms improvement negotiation with the existing supply base to reflect the new scale of the Tesco polish business. Key achievements: - Over-achieved business case projected improvements by over 30% (cash and terms). - Gained heart and mind of the polish commercial team behind a negotiation approach enabling the optimisation (and sustainability) of all elements constitutive of the suppliers terms.

- Establishment of International contracts with major FMCG of the Tesco Group (Global overriders). - Provision of negotiation support to the overseas subsidiaries on international suppliers. Key achievements: - Created first ever International Group overriders, generating in year 1 in excess of £3m additional income. - Brought UK influence to bear in smaller emerging Tesco markets facilitating access to best terms. - Accessorily, renegotiated the entire terms for Tesco Wine shop in Calais improving buying terms by £1.6m (on a base of £14m purchases) and brought french terms to the UK, resulting with a particular supplier in a £3.8m buying compensation being charged.

Various buyer roles (grocery and non food grocery) both for French and Western European operations (Spain, Portugal, Italy) and International Negotiation Manager (Global Overriders negotiation) covering Asia, South and Central America and Europe.