Matthew Rose

months. As part of the Landmark group, Max is the most significant value brand in the Middle East, North Africa, and India. With a new concept rolling out across its retail portfolio, Max is a value and fashion brand with a fantastic shopping environment. • Reporting to the COO Head Of all store experience activities across the Middle East and Southeast Asia (400 stores) • Manage budgets and P and L for all in-store marketing, store fixtures, and promotions. • Head of all in-store promotions from marketing to designs to executions to drive footfall and value messages. • In charge of store layouts driving sales per square meter • In charge of all planograms from design to buying approvals. • In charge of all in-store graphics and point of sale. • In charge of all store openings • Manage a regional team across KSA GCC and Southeast Asia. • Manage a graphic design team. • In charge of the licensing department, Disney and Warner Brothers opened shop in shops across the Max portfolio. • Manage due diligence and approvals on all new and existing vendors. • Sign off and manage all stages of store concept and design. • Designed and published a training manual for retail and visual merchandising operational standards in English and Arabic. • Travelling to Saudi Arabia to drive Saudization across all stores in line with Vision 2030 • Moved to Saudi Arabia for 18 months to drive sales and train key business leaders in Saudization.

I handled all aspects of Retail and Visual Merchandising for a brand-new and inspiring fashion brand. • Head of all retail and store experience activities. • In charge of P & L for all store openings and fixtures. • Head of all brand promotions • In charge of all seasonal fashion shoots from model selection to ATL BTL and online launch • In charge of all in-store graphics and promotions • In charge of all store openings • Manage a regional team. • Manage a graphic design team. • Manage budgets and due diligence on all new and existing vendors. • Sign off and manage all stages of store concept and design. • Travel to Saudi Arabia twice a month to drive sales and training and develop team.

• In charge of all retail and Visual Merchandising activities across 48 stores in 7 countries -in charge of P&L for visual merchandising • In charge of all in-store graphics and promotions • In charge of all store openings • Manage a regional team. • Manage a graphic design team.

5 yrs. Six months. Oct 2010 - Sep 2012 • 2 yrs. Amsterdam Area, Netherlands -Responsible for the visual merchandising in 39 countries over the region for all retail and shop in shops. -Reporting to the vice president of retail and the vice president of creative, I was responsible for merchandising all retail stores and points of distribution globally to drive sales per square meter. • Line manager to 3 regional visual merchandisers, 20 area visual merchandisers and one communication assistant. • Responsible for all store openings, store refits, and developments. • Maintain and uplift brand identity using cooperate guidelines and commercial adaptations to drive sales per square meter travelling to all key countries. • Create training tools to roll out to all businesses to drive visual merchandising standards and maintain consistency across the industry. • Hold and plan store workshops with area visual merchandisers and franchise partners to merchandise best practice stores, and then train and share with the field. • I worked with the vice president of store design and the vice president of creative on a new store concept that is now being rolled out across the business. • I worked with marketing to ensure all marketing activities were used effectively and report back critical Learnings and opportunities. • In charge of all aspects of showrooms for retail buys six times a year. • Look at all competition weekly and report to the VP of Retail on all retail business.

Responsible for visual merchandising in 39 countries over the region for franchise, retail and shop in-shops. • I am the line manager for 7 area visual merchandisers across the region. I am responsible for training and upskilling my team to the next level. • Responsible for all regional store openings- 42 in 2007 and 62 in 2008. • Adapt and implement all window and in-store guidelines sent from internationally to drive visual merchandising best practices and increase sales per square meter. • Report to the head office all visual merchandising strategies that have worked and not worked in the region. • Working with the head office, we rolled out a visual merchandising training manual across the region to train all local visual merchandisers, store managers, and sales assistants, including all franchise partners. • Held and organized store workshops with area visual merchandisers and franchise partners to merchandise best practice stores to train and share with the field. • Report to the vice president and retail director with feedback on all issues and strategies to drive sales and increase regional standards. • Responsible for the visual merchandising of 3 showrooms across the region to drive wholesale buys and present collections to the highest standard possible.

months. Kuwait • As part of a team in charge of launching four stores in a new market. • Responsible for hiring and training over 100 visual merchandisers. • Responsible for training all managers and staff across four stores in visual merchandising principles and brand image. • Responsible for the effective commercial implementation of visual merchandising guidelines and consistent in-store layouts. • Responsible for correctly implementing window and in-store P.O.S. to meet the corporate window requirements. • Adapt and implement all in-store campaigns for the Middle Eastern market. • Communication and coaching of the visual strategy at all levels to drive sales and profit opportunities. • Communicate and feedback to head office to maximize product range by Middle Eastern market.

• Overall merchandising of the store – Kings Rd London yearly turnover £25million. • Line Manager to six visual merchandisers and responsible for training over 100 hundred staff in standards and basic merchandising. • They were planned and implemented all store moves and in-store campaigns. • Project manager for store development Kings Road. This includes managing CAD plans, construction phasing, catalogue, and final sign-off. • I enjoyed the new challenge of working with the food BU and blueprint. • Working at the Head Office, I assisted with the planning and implementing of a point-of-sale trial, which has now been signed off for every store in the business. • Working with Head Office, assisted with a Per Una window trail that was rolled out to over 50 stores in the business.

• Implemented Christmas windows and in-store merchandising – New Bond Street yearly turnover. £3.6million. • She assisted with the styling of the Chelsea F.C. party and promotion in-store. • She assisted with styling/dressing of the Autumn/Winter 2004 catwalk show. • I merchandised the showroom at the head office. • I worked at the head office, assisting with the Autumn/Winter 2004 wholesale/retail buy. • Working at the head office, I chose merchandise from markets including Dubai, Monaco, and South Asia franchise stores.

• Overall merchandising of ladies' wear (2nd floor), then moved to home (4th floor). Merchandised brands include Ralph Lauren, Max Mara, French Connection, Ted Baker, Wedgwood, Linea Home, Demby, French Connection Home and Conran Home. • As part of the Visual Team, planned and implemented all in-store promotions and campaigns. • Trained and developed staff in basic merchandising and correct POS instruction. • I merchandised new fixtures for the presentation of the rollout of the new city store to the board of directors.

• Overall merchandising of the store - Oxford Street West - Monthly turnover £720k. • They are trained and develop all staff in basic merchandising and replenishment. • Planned and managed in-store campaigns to ensure each had the most significant impact possible. • As part of a team, I was involved with six store openings. • I enjoyed the opportunity to "troubleshoot" 4 existing stores experiencing difficulties.

• Working with the store merchandise manager, planned and implemented a new collection every six weeks. • As part of the team, I planned and implemented two "workshops" at the Canary Wharf opening and the Kings Road re-fit. • During the Christmas period of 1999, I helped enhance a replenishment system that increased sales in-store. • I individually sold the most pairs of denim jeans that helped my store win a company competition, with the reward being a trip to the opening of the flagship store in Paris.