Marta Wereszczyńska

Experience

• 

  Mars

  Jan 2007 - Dec 2011

  - Responsible for the stock levels of 240 imported items (value of stock: PLN 8 millions)- Responsible for CSL (indicator showing the number of products delivered relative to the number of products ordered by clients) at a record level of ~99%- Managing and taking full responsibility for projects involving imported items – introducing over 70 new products on the Polish market, creating and introducing the „Activity calendar”, a new tool for managing specific stages of a project, its budget, staff involved, timing, etc. - Cooperating in English and in German with over 70 partners from all over the world (establishing WOW and the level of stock on the basis of SS, PMS and transport indicators, etc.)- Controlling the implementation of sales forecasts for particular brands (which includes informing the sales department about threats/lack of availability)- Conducting controls of deliveries (their compliance with set deadlines and their quality) from several countries – increasing the effectiveness by creating and implementing a new tool called “OnTime&Quality”- Responsible for legal issues related to products, negotiating with companies offering their copacking services – generating a 7% of savings annually (total cost of stickers and stickering services) Show less - Responsible for conducting business talks, negotiating terms of commercial agreements and introducing new products (listings) as well as for developing promotional leaflets and promotions - Responsible for a project consisting in introducing MARS products to the SPC chain (9 bestsellers from the Chocolate segment and 14 bestsellers from the Petfood segment), introducing planograms - Negotiating terms of business contracts – MARS products being exclusive on listings and achieving 100% visibility in the cash register area- Managing a team of 3 to 5 sales representatives (coaching, appraisal of results, etc.) – increase in the value of sales by 14% in a year- Introducing territorial changes in the categories of shops at the regional level- Managing and verifying merchandiser’s work in the Mazowieckie voivodeship Show less

  • Import Coordinator

    Jul 2008 - Dec 2011

  • Area Sales Advisor

    Jan 2007 - Jun 2008
• 

  Siemens

  Jan 2012 - Aug 2013

  - Supervising and controlling Departments of: Warehousing, Transport, Demand Planning and Customer Service - responsibility for operations in Central and West Europe.- Responsibility for logistic KPIs (Customer Service Level, physical distribution costs, Business Balance ScoreCard, local KPI’s, logistic budget).- Analysis of various impacts, verification and costs control, setting priorities, reporting to General Manager of the Company. - Maintaining a high standard of employee engagement through training, coaching and education: responsible for development of about 40 subordinate employees, authority to hire, conduct performance reviews, annual employees work evaluation - PAP (performance appraisal process) and enact corrective actions as needed, up to and including termination. - Interacting with other departments on all levels to ensure objectives are met, leading cross-functional business evolution projects, resolving conflicting priorities to the benefit of business and customers. Show less - Supervising and controlling warehousing and transport operations for 8 countries in central and eastern Europe of over 1.1 million devices an annual basis (ensuring all receipts are inputted in a timely manner and all outbound shipments are assembled and ready to ship with complete accuracy and on time - project with result of 4,5% costs reduction through purchase orders review in order to build optimal consolidations)- Analysing and responsibility for KPIs (Customer Service Level, physical distribution costs, Business Balance ScoreCard, local KPI’s) and logistic budget, analysing various impacts on budget, verification and costs control, planning and scheduling, setting priorities, reporting to the Board of the Company- Managing a team of approx.15 employees (authority to hire, conduct performance reviews, annual employees work evaluation - PAP (performance appraisal process))- Interacting with other departments on all levels to ensure objectives are met – reduction of warehouse losses from 0,32% to 0,16%, establishing procedures, standards and WoW’s- Reviewing plant inventories, upcoming downtime, and product quality issues with Plant Managers and Warehouse Manager, supervising of the warehouse operation – reduced the time required for redistribution from 1 week to 2-3 days; developed alternative distribution channels), managing relationships with key account managers, cooperation with Marketing and Customers Marketing to achieve the best knowledge and data- Cooperation with carriers (negotiating contract rates, terms and conditions, enlisting and qualifying various carriers - value of contracts: up to EUR 38M.) Show less

  • Supply Chain Director

    Jul 2012 - Aug 2013

  • Logistics Manager

    Jan 2012 - Jun 2012
• 

  MEDITECH Sp. z o.o.

  Sept 2013 - Jun 2017

  CEO

  - Representation of the company- Managing the development of the company including setting of the strategy for the company and objectives for each year- P&L responsibility, managing the asset of the company and maximization of the profit – revenue growth of 91% and profit growth of 124% in 2015 and in 2016 revenue growth of 42% and profit growth of 33%- Leading the company’s operations towards the achievement of targets and standards for financial and commercial performance, quality and safety, culture and legislative adherence - Establishment and implementation of departmental policies, goals, objectives and procedures - Preparing of annual reports for the owners- Increase in goodwill by 28% in 2015 and by 21% in 2016- Identification and assessment of business opportunities including acquisitions- Export Strategy Development for the Eastern Europe (Vision, Goals and Key Initiatives)- Talent Management - development and implementation of HR strategy and policies for the company, Motivating employees and setting of the priorities, Developing the potential of employees- Ensuring compliance with legal statutes and regulations pertaining to safety, data protection and human resources - Development of the harmonized conditions model for global customers and assistance to sales groups in global business opportunities and contracts- Management of community relations and set-up of a network of relationships with stakeholders, Negotiations - Carrying out judicial and extrajudicial acts on behalf of the company Show less

• 

  Centrowet- Cezal Sp.z o.o.

  Jul 2017 - Jun 2019

  Managing Director

  - Taking care of the development of the company, including setting the strategy for the company and developing a sales strategy, including setting the goals and budget for the sales department- Active development of the company's sales activities by seeking and using new market opportunities, with particular emphasis on innovation and business development- Responsibility for the company's results, striving to maximize the company's profit and managing its assets- Managing a subordinate team of almost 100 employees- Increase of company's revenues by 11% and profit by 14% in 2017- Increase of company's revenues by 14% and profit by 21% up to the third quarter of 2018- Operational management of Internet and traditional sales structures- Building new, long-term relationships - frequent supervision over service of key company's clients- Representing the company outside in commercial aspects- Development of the existing portfolio of business partners- Market analysis, marketing activities and positioning, marketing mix- Building the image and position of the company on the Polish market- Market monitoring and identification of opportunities for business development. Show less

• 

  BBGK Architekci

  Jul 2019 - now

  Managing Director

  - Development of a strategy with company owners and its implementation based on maintaining the highest quality of provided services - Operational management of the company- Managing key performance indicators (KPIs)- Planning and implementation of the budget (including project budgets) and its ongoing monitoring- Focus on achieving (maintaining and increasing) the profitability of the organization- Managing the team and taking care of its development, adjusting activities to business goals- Verification and modification of existing procedures in the company and implementation of new systems to improve work- Planning and optimization of the use of resources necessary for the implementation of the project- Maintaining and developing good relationships with business partners- Building strategic partnerships for the optimization of the company's development, business value analysis- Analyzing and anticipating problem situations and finding appropriate solutions- Human resource management, employee development and implementation of a culture of continuous improvement Show less