Megaklis Paleochoritis

•Managing the sales, marketing, customer service and technical support teams, consisting of 62 employees, reporting to country GM and Group GM – Commercial. •Creating and implementing the short and long term sales plan, to meet desired sales growth and profitability, in line with the corporate financial expectations. •Revised product range, implemented product quality improvements, phased out slow moving items and achieved a better product mix sold. •Increased gross margins by smart pricing, balancing promotions and dealer benefits. •Restructured the departments of my responsibility, achieving faster, more accurate and reliable service, and improved the company image in the market. •Improved the teams’ productivity and efficiency by training, coaching and promoting company loyalty. •Established close relations with all key accounts, providing them premium services and facilities, achieving rapid sales growth against main competitors. •Expanded the sales network through main distributors and achieved maximum retail penetration, supported by brand awareness marketing campaigns. •Achieved 30% volume growth in 2014, 33% in 2015 and 29% in 2016.

Authorized Agent for Honda & Mitsubishi Motors, South Aegean- Greece •Managing the Sales and Marketing departments, reporting to the Managing Director. •Responsible for the sales and marketing strategy, budgets, target achievements, sales projections, market and competition analysis. •Improved the general image of the company, by revising and modernizing the service level offered to the customers. •Created a healthy and positive working environment and promoted a customer-oriented organizational culture. •Reinforced existing -but unexploited- markets, by introducing our brands to the Aegean islands of Dodecanese through sub-dealers, and linked after-sales and technical support. •Restructured sales process and upgraded after-sales services by training employees. •Awarded highest service level among all country dealers, in 2011 auditing. •Increased the revenues of the company by 23% in 2007 and 30% in 2008.

Production and Distribution of carbonated soft drinks. •Co-operating with all department heads to develop suitable short and long-term business plan. •Evaluating main competitor and market trends, and prepared the company’s strategic sales plan. •Developed P&L scenarios to obtain sustainable growth. •Supervised Sales and Marketing departments, and held weekly meetings with the sales team. •Upgraded the existing line of products by enhancing taste and packaging, adding one new brand name with two new flavors, matching the local taste. •Responsible for all foreign raw material suppliers (Europe, Egypt, Middle East). •Followed-up on product quality and implemented quality assurance programs. •Promoting continuous improvement of work standards. •Re-organized the stores department. •Increased sales volume by 25% in 2003, and 32% in 2004, reaching turnover of US$7.2 mil.

Production and Distribution of carbonated soft drinks. •Managing the sales and marketing departments, consisting of 85 people •Responsible for sales forecasting, budgets, pricing and promotions •Re-organized the distribution network for the entire country (re-routing of 56 trucks) and reduced transport cost by 20% •Expanded sales by introducing independent sub-contractors, penetrating new areas •Developed the B2B, and improved key-account management •Restructured the salesmen bonus system and increased incentives for high achievers •Re-engineered the sales follow-up system to ensure the complete coverage •Improved sales documentation cycle and coordination with supporting departments •Achieved 15% sales volume increase in 2000 and 25% in 2001, and reduced outstanding payments by 90%.