Camelia Georgescu

Main responsibilities and Success stories

• Developed and delivered a strong 3-years business strategy plan, by setting the budgets, P&L, and objectives for the team
• Provided professional support and partnered with the group leadership team members to plan and deliver transversal objectives
• Demonstrated a high level of brand relationship management, and updated contracts to ensure higher profitability
• Mentored and coached the team to tap into their potential, and develop their capabilities having three of them promoted.
• Worked well with the team and built a culture that fosters empowerment, collaboration, and operational excellence and achieved yearly above 85% eNPS score.
• Build a highly performing customer-centric team and implemented clienteling, CRM, CX, Customer Insights Analytics, and Partnerships
• Gained strong negotiation skills by managing the end-to-end process of acquisitions of luxury brands in the portfolio and increasing market share.
• Learned and adapted quickly to new technology and software applications thus successfully launched new websites, and marketplaces and increasing online business share from 2% to 13%.
• Gained strong regional market knowledge thus successfully expanding five brands to KSA and increasing weight from 25% to 40%
• Contributed to the group's initiatives by leading the "Diversity, Equity, and Inclusion" task force, "Clienteling" task force
• Demonstrated a high level of initiative and creativity by co-creating and launching the Chalhoub University courses "Buying Transformation", "Visual Merchanding Programme", "Customer P&L", "Switch-transforming Marketers"
• Exercised leadership capabilities by contributing as a motivational speaker for the "Women in Leadership Program", a member of the "Culture Transformation" task force and committee, a member of the "NEXT" committee, a member of the Chalhoub Mentors Program

Tory Burch

• Grew the network from 15 stores to 22 stores across the ME region focused on KSA
• Successfully launched the online business through Farfetched and increased sell-through to 72%
• During Covid19 launched the "Clienteling Program" and secured 40% of the sales budgets while retail was closed
• Successfully launched e-commerce in UAE, KSA, and Kuwait
• Launched the CRM program in 2018 and tripled the database by 2021
• Optimized stock cover from 12 to 6 months in the first year
• Overall tripled the business turnover in the region and became 80% of the wholesale business of the brand

Michael Kors

• Built an omnichannel team and successfully launched e-commerce this year
• Launched the first line of the brand ( Michael Kors Collection) Middle East followed by the fashion show hosted by the designer.
• Increased share of business in KSA and generated an OP of +7%
• Doubled the total brand’s profitability.

Lacoste – Franchise & Distribution

• Structure the team into functions led by skilled people and designed transversal alignment governance
• Developed the market places the business in the region
• Introduced a full set of processes and procedures to align objectives of distribution, retail, and online.
• Increased the customer database from 15% - 65% known customers
• Increased gross margin by 2 points through, product differentiation, and discount policy across channels.
• Assessed the brick-and-mortar network, closed underperforming stores, opened new stores, and improve its performance by 10%.

Main responsibilities and success stories

• Successfully launched all the brands of Chalhoub in Qatar Ralph Lauren, Celine, Marc Jacobs, Berluti, Lanvin, CH by Carolina Herrera, Bonpoint, Zegna, Michael Kors, Karl Lagerfeld, Lacoste, and Geox.
• Took over Tanagra and Swarovski one year later
• Improved stock coverage of Tanagra from 32 months to 12 months in six months
• Increased shop profitability of Swarovski to 37%
• Succeeded in having the only profitable Ralph Lauren store in the region.
• Developed people and was the only country to succeed in promoting people to the regional office.

Responsibilities and success stories:

• Developed the beauty retail concept 4U along with network expansion. Successfully opened new locations, 4U Shop at Royal Plaza in 2004 and 4U Shop at Landmark in 2005
• Developed and implemented the business plan in line with the organization’s vision and each brand’s potential.
• Continues negotiation with the supplier to ensure optimal stock levels, develop activities calendar, and positive relationships development.
• Design the structure, hired the entire team and implemented the Standard Operating Procedures
• .Improved sales turnover by 60%, in 2005 compared to 2004 at 4U City Center.
• Implemented customer data collection system
• Designed and implemented a commission scheme, end of year appraisal system to reward and motivate the team
• Designed and developed a beauty educational program for customers resulting in tripling the sales of skincare