Niko Kontoyannis

Global responsibility for Nestle, leading key account management and contract negotiations • Negotiated and built strong relationships with customer’s key stakeholders, resulting in 2-3 business opportunities per annum typical sales value ~$5m. Successfully led tender processes and managed up and across internal stakeholders • Developed and implemented a long-term strategic plan for Nestle as part of a 5-year contract re-negotiation, targeting for sustainable and profitable growth of the business • Led a project to transform operational processes and KPIs in sales and key account management, to improve team’s effectiveness •Inspired and coached a cross-functional team to collaborate effectively, leading to speeding up project execution by 5-10%. Encouraged sharing and reapplying of best practices to drive optimization across the organization

Consulting practice, advising clients on Sales (F2F or virtual), Omni-channel & Retail Operations • Led the development of the global retail strategy, brand guidelines deployment and the digitalization transition in retail stores. Over the course of my consulting, I created brand operational guidelines for 3 brands with average retail presence of ~30 stores • Advised clients on the introduction of consumer goods brands in the European market, via deep consumer, trends, and market understanding, leading to the creation of innovative products and services. Over the course of two years, I advised 3-4 brands per year on their retail expansion • Led digital transformation projects for Consumer Goods brands in Retail and Travel Retail, driving sales growth (+10-15% vs previous period) and higher productivity (cost reduction by ~5%) • Coached and developed retail and boutique managers on store operations and client service.

Global responsibility for Breitling mono-brand Boutiques. Led a team of 10 Retail Managers and an extended team of 80 Boutique Managers. • Developed and implemented the brand retail strategy achieving sales growth of 25-30% y-o-y, by expanding the footprint of mono-brand boutiques while optimizing the wholesale distribution network and multi-brand boutiques. In a 2-year period I oversaw the opening of 20 new boutiques and the focused distribution in top multi-brand doors • Achieved a +12% like-for-like growth in existing boutiques, by establishing i) a new set of operational guidelines and processes (SOP), ii) new KPIs on team performance, stock management, best-sellers availability and assortment rationalization, iii) an upgraded sales incentive program linked to a rigorous events plan by country • Re-designed the customer engagement and training for the Global Boutique Network: upgraded and re-launched the “Selling Ceremony” to Luxury standards, which was monitored on a quarterly basis via mystery shopping • Led the Digital transformation project of the Retail network, including the implementation of a new Clienteling/CRM system based on the “Salesforce” platform. Growth of Organic Sales by 25% in pilot boutiques • Coached and trained Retail Managers, Boutique Managers and Associates globally, enabling and inspiring them to achieve the team targets

South Europe Key Accounts & Distributors, for a portfolio of >10 beauty brands including Gucci, Hugo Boss, Dolce&Gabbana, Clavin Klein, Davidoff. Led a team of 3 Managers in the HQ, 5 Sales Supervisors and an extended team of 40 Beauty Advisors. • Designed retail strategies and strong marketing plans adapted to the opportunities and needs of each retailer, which led to hitting and exceeding the sales budget • Implemented strict selective distribution agreements and luxury retail standards across the portfolio, in line with Brand and Fashion House guidelines, with a 100% compliance and execution by the retail teams • Developed and coached the Retail team on luxury selling, share & reapply of best practices, brand guidelines and superior customer service, improving conversion rates by 5pts • Negotiated and established Joint Business Plans in major Key Accounts, enabling Win-Win agreements and data sharing on specific KPIs/Performance scorecards. This led to the allocation of additional retail space for our brands, incremental promotional slots and in-store support, leading to increased sales with these customers by 20%.

South Europe Key Accounts & Distributors, for a portfolio of brands including Gucci, Hugo Boss, Dolce&Gabbana. Led a team of 3 Managers in the HQ, 5 Sales Supervisors and an extended team of 40 Beauty Advisors. • Designed retail strategies and strong marketing plans adapted to the opportunities and needs of each retailer, which led to hitting and exceeding the sales budget • Implemented strict selective distribution agreements and luxury retail standards across the portfolio, in line with Brand and Fashion House guidelines, with a 100% compliance and execution by the retail teams • Developed and coached the Retail team on luxury selling, share & reapply of best practices, brand guidelines and superior customer service, improving conversion rates by 5pts • Negotiated and established Joint Business Plans in major Key Accounts, enabling Win-Win agreements and data sharing on specific KPIs/Performance scorecards. This led to the allocation of additional retail space for our brands, incremental promotional slots and in-store support, leading to increased sales with these customers by 20%.

Western and Eastern European Markets, leading a team of 3 managers

Global role for Wella Hair Care & Styling, one direct reporting manager.

Long-term Business Planning and Strategic Cost Management for Hugo Boss Fragrances, one of P&G's largest fragrance brands

Acting Finance Manager of the biggest customer for P&G in Greece (Carrefour) and the biggest Beauty player (Hondos Center)

Financial Analysis and Business Planning for the largest product category in P&G Greece

Compulsory military service in Cyprus