Berlin, Berlin, Germany
With 11 years of portfolio marketing experience, I have a proven track record of driving sustained growth and profitability in diverse teams and categories. Native to FMCG, born again in ecommerce, I am passionate about developing and implementing impactful strategies for assortment optimization, forecasting, and dynamic pricing, leveraging data and insights to optimize rate of sale, net margin, and net promoter score. I excel at leading and mentoring cross-functional teams, fostering a culture of ownership, engagement, and collaboration. My mission is to empower customers and collaborators by connecting them with the products, tools, and experiences that serve their authentic needs.
Retained following organisational restructuring and selected to transition into a strategic brand incubation role within the nutrition portfolio. Led the development and relaunch of a legacy brand, building a new product ecosystem aligned to emerging GLP-1 consumer trends. Key impact: Owned end-to-end brand relaunch strategy, including positioning, product architecture, and go-to-market planning Developed and secured approval for 8 new product concepts, with full formulations completed and launch-ready Built a GLP-1-adjacent product portfolio targeting emerging metabolic health and appetite-regulation use cases Worked directly with manufacturers and suppliers on formulation development and commercial viability Partnered cross-functionally across creative, legal, and leadership teams to execute brand identity, IP considerations, and launch readiness Owned one of the company’s highest-priority strategic initiatives, with direct visibility from CEO and investors Achieved buy-in of the strategic roadmap targeting $30M+ annual revenue within 3 years, including expansion into traditional retail channels
Led a standalone €30M eCommerce business operating across Europe and the UK, managing ~1,600 SKUs and an international team of 80+ across India and the UK. Held full ownership of commercial and operational performance across pricing, demand planning, marketing, NPD, and end-to-end content production. Key impact: Designed and implemented a dynamic pricing and demand planning system, reducing out-of-stock rates by ~50% while enabling real-time margin and revenue optimisation across a large SKU portfolio Reduced working capital requirements by ~25%, operating a leaner inventory position without compromising availability Increased forward forecast value by ~15% through improved identification and scaling of high-margin, high-potential SKUs Built a portfolio clustering and optimisation framework, enabling targeted demand shaping (scale up/down) to maximise profitability versus baseline forecasts Stabilised margins within a deflationary category environment through targeted pricing and promotional strategies Scaled creative production output by ~30% (same headcount) by integrating generative AI into design and photography workflows Introduced new brand and visual identity frameworks, contributing to double-digit improvements in performance of newly launched products versus legacy assets Led the structured wind-down of the business following strategic portfolio consolidation, overseeing operational closure and team transition across international markets
Results +6% increased share of managed revenue to 57% of core business, representing +€200M RSV, through introduced Supply<> Product <> Sales alignment process and Demand Generation and Conversion Cycle process, managing 26 dotted line reports, 7 direct reports and 4 category verticals. +13% & +11% over-index in delivery of net margin and revenue KPIs (vs business avg), achieved through Assortment Optimisation and Forecasting Strategy, Dynamic Pricing Strategy and International, Cross-Channel conversion management. +60% incremental new item value through introduction of variable profit target model (12 Months). 8% SKU rationalisation through introduced internal/external segment benchmarking process. Responsibilities Managed Categories: Large Domestic Appliances, Small Domestic Appliances, Consumer Electronics, Sound & Light. Vertical Teams: Category Management, Product Management, Procurement, Brand Marketing, Performance Marketing, Shop Management.
Results +€2.6M combined incremental revenue & savings upside via introduced S&OP product & supply alignment process, managing 15 dotted line reports and 4 direct reports across 2 category verticals. +88% & +64% YoY increase in net margin and revenue via introduced rolling forecast and dynamic pricing strategy, across a portfolio worth 42% of BBG core business revenues (Combined '20 - '21 vs '18 - '19). +40% ROI improvement in targeted brand marketing spend through introduced demand generation, product and forecast integrated campaign planning process. +32% & +11% increase in USA business revenue and net margin through role as core business project sponsor and applied best practice. +20% increase in team operational capacity through introduced priority, time and workflow management process - adopted business wide. Responsibilities Managed Categories: Large Domestic Appliances, Small Domestic Appliances, Temperature Modulation (Seasonal Summer Category). Vertical Teams: Category Management, Product Management, Procurement, Brand Marketing, Performance Marketing, Shop Management.
Results +15% & +3% increase in absolute margin and Q4 share of business sales across a portfolio worth 21% of core BBG revenues via dynamic pricing, shop merchandising and international share strategy. +35% & +20% improvement in measured range health and avg CR% (relative) through PDP Health Audit Process. +23% total business range health improvement & 8% operational time saving through introduced Item Family granularity, scaled to total business. Responsibilities Managed Categories: Small Domestic Appliances, Temperature Modulation (Seasonal Summer Category).
Results +20% increase in baseline end-to-end CR, +17% available product rate, +8% penetration gain & +4% increase in marketable asset utilisation rate via introduction of product investment and promotion grading strategy. +25% net SKU count increase from November 2018 to April 2019 through internal and external insight and trend analysis. +15% efficiency improvement in CPO via collaboration with brand and performance marketing on integrated campaign planning, focusing on right product, right price, right place. +15% time efficiency saving through development and introduction of scalable range management tools and frameworks. +13% conversion uplift through differentiated pricing strategy for "Use Case" categories via insights generated in incentivised customer survey, developed in partnership with UX Research Team. +11% relative CR% improvement of shop homepage through implementation of AB tested merchandising logic. -8% relative reduction in PDP bounce rate through implementation of "affinity product" linking strategy, in collaboration with product management for development of back-end infrastructure. -7% reduction in procurement costs of hero items through proactive forecasting and investment strategy. Responsibilities Managed Categories: Smartphones & Tablets, Computing, Gaming, Audio & Music, Cameras & Photography, E-Mobility, Drones, TV & Projector, Wearables, Smart Home, Health & Fitness Scope of Role: Assortment & Inventory ownership, Front-Shop, Back-End, Tactical Pricing and Margin Management, Campaign Planning and Execution, Result & ROI Analysis, New Feature Development Stakeholder Teams: Financial Controlling, Pricing, Performance Marketing, Brand Marketing, Procurement, Fulfillment, IT Product Management, UX Research, UI Design, Content & Copywriting, Photography.
Fulfilling a long held ambition, I consolidated my life in Melbourne, said goodbye to friends and family and flew to Berlin with a single suitcase. Motivated by a love of growth through discovery and immersion, my intention was to be challenged, humbled and to become richer in character.
Managed Portfolio: Hot Wheels, Matchbox & Strategic Technology. Australia & New Zealand Results - +12% annual penetration growth via mix of Mental & Physical availability drivers 2017 - 2018. - Incremental +$1.75M via implemented Hot Wheels Collector Program (2017). - +20K audience immersion hours through rollout of Hot Wheels cinema concept. Responsibilities Brand Building & Execution - Developing and implementing promotional and advertising activities to achieve monthly, quarterly and annual business objectives. - Building future year range including product mix, quotas, pricing and brand targets to drive sustainable brand growth. - Management of external agencies: execution, PR & media adaptation, Stakeholder Management - Liaising with media, digital, creative & PR agencies on key marketing campaigns and undertake post analysis of all campaigns incorporating key learnings for future programs. Strategic Analysis - Insights collection and synthesizing performance of brand/products for Mattel, as well as item-level forecasting, tracking and performance analysis. Commercial Management - A&P budget management - S&OP administration
Product Manager: Hot Wheels, Matchbox and Mattel Strategic Technology, Australia & New Zealand. Long Term: Bi-Annual range build cycle - Assortment selection - Quantity forecasting - Price modelling - Financial Modelling: Revenue, Gross Margin, Net Margin Short Term: Assortment Management - Sourcing: order depth and re-order cadence - Cohort / product variant management - Excess minimisation, contingency and closeout planning - S&OP: Account based revenue tracking and proactive gap closing tactics for all retail customer clusters