Helena Martin

Experience

• 

  Procter and Gamble

  Aug 1999 - Aug 2001

  Financial Analyst

  Working alongside the UK Tesco team, the largest account team in Europe, I provided technical support and strategic influence. The Tesco Business alone was worth £250m turnover in 2000, and employed 45 people.• Improved forecast accuracy through greater visibility and enhanced processes.• Worked alongside Tesco financial analysts to prepare and maintain internal and external kpi reports.• Created a methodology for product and promotional effectiveness analysis.• Developed and presented commercial proposition for Sunny Delight NPD to Tesco. • With the help of an external data agency I developed a user friendly package of EPOS data, and provided training.• Project appraisal of a “local business manager” initiative. Show less

• 

  Lancôme and Kiehls

  Aug 2001 - May 2005

  As the senior finance member on both brands I worked alongside the General Manager and managed the profit delivery in line with forecast/budgets. Led both brands through a rigorous budgeting and forecasting process. Presenting to the vice president of the Luxury Products Division. Responsibility for delivering bottom line profit.Worked closely with the Sales Director to ensure accurate sales reporting and delivery of targets.Drove annual price increases of up to 3%.Managed all expenses, including the salaries of 1,200 employees, and rent and rates of a boutique.Forecast and calculated foreign exchange impacts.Monthly and ad hoc reporting and analysis.Managed 2 assistant management controllers. Show less Working for the Management Controller I had specific responsibilities for:Budgeting and Forecasting of the marketing budget.Prepared and maintained fixed asset register relating to cosmetics counters.Period close profitability reporting by brand and sub brand.Analysis of product profitability for launch.Returns breakdown, by customer and product type.External Relationship with media agency to ensure efficient payment and value for money.Implemented a promotional stock reconciliation method through SAP. Show less

  • Management Controller

    Feb 2004 - May 2005

  • Assistant Management Controller

    Aug 2001 - Feb 2004
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  Treasury Wine Estates

  May 2005 - Jul 2017

  I opted to move into a the grocery arena to further broaden my commercial experience.Key achievements:Using a Treasury Wine Estates specific selling tool (SHELF) I achieved:• Listing of Lindeman’s Bins in Sainsbury’s• Doubled distribution on Wolf Blass in Sainsbury’s, combined with more effective promotional calendar delivered 10% year on year volume growth.• 100% distribution of Yellow Label mini’s.• Joint Brand planning session with Sainsbury’s for the 1st time in 6 years.• Collaborated with Coop to deliver a new and exclusive label on Lindeman’s (700k cases a year)• Reengaged with Ocado and Booths to deliver value growth for both them and us. Show less I managed the Business Managers responsible for the Republic of Ireland and Northern Ireland to develop robust trading platforms in both markets.In particular this involved:A full market review of all suitable routes to market. I identified key distributing parties negotiated terms and conditions of contracts with 3rd parties.Worked alongside other members of the UK and Ireland commercial team to define strategic pillars and ensure channel plans and brand plans were consistent across the region.Developed and managed a distributor network to deliver strategic direction in line with Treasury Wine Estates vision. Set and delivered FY11 budget volume, net revenue and margin.The role was also responsible for coordinating cross-functional support from marketing, insights, finance and supply chain to improve efficiency of end to end sales process.Improved profitability by identifying opportunities for price increases and reducing supply costs.Managed redundancy process, recruitment, training and development of in market resource. Show less I worked alongside the UK Business Sector Controllers to ensure them, and their teams, were able to make robust and financially sound business decisions. I also had responsibility for Ireland. I developed a critical understanding of the complex trading model Foster's had with its key distributor in Ireland, and used this understanding to suggest mutually beneficial trading solutions. By showing the joint benefits of decisions we were able to negotiate pricing and product solutions. Trade Drivers. I worked internally with Winemakers and Supply teams in Australia, Chile, South Africa and UK to secure a commercial proposition in line with customer and supplier requirements. In turn this cleared 1.3m 9le of surplus wine and avoided a further write off.Risks and Opportunities. I was heavily involved in identifying and developing commercial NPD propositions with the marketing team and ensuring efficient delivery with Supply.Duty Planning and Trade Terms Discussions. My understanding of customer financial requirements and price elasticity meant I was able to provide support to the commercial and finance teams. Show less Reporting for the FP&A Controller I had responsibility for 2 Commercial Analysts who worked across individual channels within UK Sales, and for the integrity of the data and process used for financial analysis.Ongoing channel support at period end, ensuring any variances to budget and forecast are explained and accounts are in line with internal and external audit requirements.Adhoc decision support in a timely and accurate manner.Budgeting and forecasting. Using inputs from Business Managers to collate a robust and accurate financial view, before co-ordinating presentations to the senior management team.Pricing and duty implications. Working within the constraints of a competitive market and ambitious retailer expectations I provide financial modelling support and recommendations on price elasticity.Manage annual trade term agreements with key retailers. Ensuring joint wins.Process/system improvement. Working alongside a technical analyst we redefined the forecasting process and system to ensure it met the needs of all key stakeholders. I was then responsible for training and highlighting the benefits internally. This was rewarded with an internal recognition award.Recruited, trained and managed 2 Commercial Analysts.Responsibility for the tracking and reporting of all Selling and Administration costs. Show less

  • Senior Business Manager

    Oct 2013 - Jul 2017

  • Business Controller On Trade and Ireland

    Jul 2011 - Oct 2013

  • Business Controller - Ireland

    Jun 2009 - Jun 2011

  • Commercial Operations and Business Development Controller

    May 2008 - May 2009

  • Senior Business Analyst

    May 2005 - Apr 2008
• 

  Grupo Freixenet

  Jul 2017 - Sept 2022

  Head of Off Trade Sales

  I quickly introduced a brand planning process with our customer base. The success of which was demonstrated through the rapid expansion of the Freixenet brand in the UK market.Identifying and managing a channel strategy for NPD created value for the entire market.Created a culture of customer partnership and built a team able to deliver against combined objectives.

• 

  Freixenet Copestick

  Jan 2019 - now

  Extended my remit to cover On Trade, Cash and Carry and Ireland. Integrated the Jascots sales team. Developed and embedded a sales excellence programme to facilitate consistent WOW across the team.Worked with a 3rd party provider to develop a "category vision". Identifying areas of opportunity and risk for the industry.Internally I worked with the Marketing Director to translate the category vision into 6 strategic pillars. These have been used to plan resource, investment and indivuals objectives.Externally I extended "brand planning" days to become "customer planning". Focused more on category development and individual customer needs. These were recognised by key customers as being best in class and resulted in multiple new listings in Tesco alone.Through continued motivational leadership and customer partnership i have delivered consistent market leading performance. Nearly doubling the scale of the business since the merger in 2019 (5 years). Show less At the point of integration I was also asked to manage the category team. They quickly became more customer centric and a valuable resource to all wine buyers.Continued customer partnership ensured integration was smooth and successful. In this time we moved from the UK's 7th largest wine manufacturer to 5th (Circana data).Motivated and lead a diverse team through lockdown. Identifying and supporting specific individual needs.Spearheaded the launch of a CSR agenda and identified the need for a Diversity and Inclusion agenda. Show less

  • Sales Director

    Sept 2022 - now

  • Head of Off Trade (and Category)

    Jan 2019 - Sept 2022