Felipe Goncalves

Directeur Général CAP3000 :300 boutiques dont 50 restaurants Pilotage des travaux d'agrandissement ( +70 000 m2) Redefinition du nouveau positionnement marketing ( shop/food/fun /enjoy) Création, gestion et pilotage du concept store CAPSULE de 700 M2 dédié aux DNVB, ART, Culture 2 Me de CA Création, gestion et pilotage du concept store Corso Collector 70 m2 , concept de 2de main de maroquinerie de luxe en partenariat avec un commissaire priseur 2 Me de CA Pilotage de l'univers /premium/luxe ( Corso) 8000 m2 dont 45 boutiques + stratégie de services ( lounge, voiturier...) Management et pilotage de la stratégie digitale/omnicanale : création de la 1ere market place dans un shoping mall ( myeshop@cap3000.com) Directeur de projet :réponse à l'appel d'offre sur une concession plage (DSP) Pilotage de la stratégie tourisme et de partenariats ( 25% de clientèle internationale) Pilotage de la stratégie événementielle/retailtainment Pilotage de la stratégie green ( RSE) Management du CODIR ( Direction technique, Direction de centre, Marketing, Commercialisation)

a key member of the executive team, directing a team of sales manager and their respective staff. Key Responsibilities: 950M€ sales revenue, 3500 employees, Managing the executive team- sales directors Structuring & coordinating distribution networks (retail, customers, operations, HR) Pioneering and organising the sales department Piloting sales promotional projects (customers and employees, As well as all the renovations and construction works Supervising business performances and budget Key Achievements: Increased sales by 20% Implemented new strategies (4 Excellences, 5 values) and New structure for the sales department (2014) Optimised the team, set up new positions (Store Manager, Experts in Sales) Introduced a new commercial promotional plan (operation segmentations), new CRM: +25% of turnover Partnership Manager with a budget of 1,5M€

The first Printemps Chain Store, 70m€ annual sales, 350 employees Key Responsibilities: Building the store and supervising construction works for 24 months Coordinating all the works with Unibail Managing the board of director’s committee Key Achievements: ROI of 65m€ during the construction works Implemented a new sales organisation and retail culture Piloted several social representative bodies (CE, DP, CHST)

60M€ annual sales revenue, 160 employees Key Responsibilities: Redefining and setting up a new market positioning Reviewing sales strategy to maximise profit growth Reorganising the retail store Key Achievements: Launched a new business model which increased sales after a year, EBIT>0 Created new buying policies (referencing, brand exclusivity, pricing) Created new marketing policy (partnership, displayed screens in stores, promotional events and improved communication)

80 to 90M€ annual sales revenue, 180 to 450 employees Key Responsibilities: Managing toys, home decor, stationary restructuring project in 2004 Negotiating with trade unions and repositioning employees Key Achievements: Strategies for existing markets and to conquer new markets Refreshed store layouts in shoes, sportswear, urban and food department Reorganized back office, optimized processes (customer orders, delivery, supply chain) and boosting the sales force team.

25 M€ annual sales revenue, 6000 m2, 80 employees Key Responsibilities: Developing, supporting marketing and organising the launch of the first Decathlon store in Portugal Defining the products aligned with the Portuguese market (in collaboration with Spain) Key Achievements: Managed the first opening within deadlines (coordinated the works and renovations, sales policy, recruited 60 sales assistants). Return on investment noticed within six months. Offered adequate training and coaching to the team members Responsible for a team of 10 unit managers Involved in defining strategies for expansion, nationwide development.