Bertrand Chabrier

Management of the Development & marketing strategy (New plan in 2016 and new visual identity in 2020). • Prospecting lead generation from capture to conversion. Content strategy (SEO) and social media animation • Response to calls for tenders and start of new supplychain partnerships in the Fashion – Lifestyle sector (Veja, Eres, VeePee, Eden Park, LVMH group, Courrèges, Damart, RICHEMONT group, Majestic Filatures, Messika etc.) • Customer Relationship Management with a team of 7 Key Account Managers (NPS 48 - +23%/2022) - 100% customer loyalty • Animation of corporate communication for 10 distribution centers, 1 headquarters and 1100 employees: Internal newspaper, employer image, and events. • Member of the C-LOG management committee • Project management: Call for tenders and choice of TMS, Implementation of the Customer Portal, "RESCUE" Business Plan (Textile Collection & Recycling: 1M pieces / year with 1000 partner points of sale) Result: €35 million in turnover in 2015 to €155 million in turnover in 2022

Creation of a logistics services subsidiary for RETAIL in the EMEA zone (turnover 2M€/year) Optimization of flows and costs for Beaumanoir group brands Logistics Operations Department with 15 employees Logistics relocation and reintegration of outsourced activities Creation of an internal printing press (2.5 M pages printed/year) with transformation, binding and shipping Member of the C-LOG management committee Result: €900k in savings/year for the Beaumanoir group brands & +€1.1M in turnover in 3 years.

• Management of the global Buying budget (OTB – WSSI) - Budget framing by department (Turnover, margin, width-depth) • Construction of the assortment plan on the EMEA market for 750 points of sale • Multi-channel stock management: optimization of stock rotation (Pull vs Push), Mark Down & promotions • Management of a team of merchandisers and suppliers •Member of Executive Committees • Implementation of the 1st collection plan within the group with 3 implementation periods / season • Reduction of the assortment and redefinition of Visual Merchandising rules in line with the collection plan • Creation of a common core collection and a localized assortment (Store Clustering) Implementation of a purchasing retro-plan to match to “Time to Market” • Optimization of the supply chain and associated costs - implementation of key indicators and SLAs Monitoring of the purchasing budget commitment in pieces & not only in value

French MIM Branch Management of the Buying budget (OTB – WSSI) - Budget framing by department (Sales, margin, width-depth) • Assortment planning and collection planning for 300 points of sale (positioning, promotion, price, product), performance monitoring • Multi-channel stock management: Stock optimization, Markdown & promotions • Management of stock levels for 300 points of sale (France, Belgium) and E-commerce. • Margin management and optimization of replenishment according to stock turnover: Pull vs Push. • Structural reorganization of the purchasing office into 4 “Customer Centric” divisions after market study. • Implementation of network segmentation into 12 groups of stores according to consumer target and turnover/sqm performance (Store Clustering) • S&OP process • Optimization & Automation of Purchasing & Approvals tools. Moving from Excel to more efficient internal systems. Productivity gains & data security. • Optimization of sourcing according to quality, cost & Time to market + lowering the number of suppliers. -Management of a team of merchandisers and stock managers of 25 people. -Significant improvement in EBITDA in 2010/2011 with reduction of markdown and residual stock. -Participation in the general strategy of the company. Member of Executive Committee. - Interim Buying Director (Product-sourcing-Design) - Managemernt 70 people -Collaboration and exchange of “best practices” with the NEW LOOK Retailers group (UK).

Part of the H&M Group Buying office organization (Stockholm) Merchandising and Supplychain for Southern Europe (France, Belgium, Luxembourg, Italy, Greece) -Market of €1.3 billion/year for 220 stores & 110 million items. -Management of an international team of 12 merchandisers / Allocations. -Inventory control and allocation for 3 warehouses (Milan, Paris, Brussels). -Merchandising - Geo-marketing/clustering: Choice of collections by point of sale. -Implementation of inventory control and profitability tools per linear meter. -Organization of sales & promotions. -H&M Group project management on the modernization of stock allocation information systems. -Implementation of the “Store Logisitics” project (Ergonomics and Efficiency of in-store flows) for France. Results -Optimization of Sales areas, development of turnover/sqm(+20% on the test group) and Stock decrease (-5%) -Top management training and deployment of new tools: Belgium, UK, Poland, USA & Southern Europe. -UK savings: €7M year 1, Belgium €8M year 1 and decrease of old stocks from 5 to 2 years old.

Responsible for optimizing operating costs, resources and stock allocation. Area of 25 points of sale and 400 people in France (Lyon, Marseille, Bordeaux, Nice) for €280 million in turnover -Construction, validation and monitoring of turnover and cost budgets. -Stock management & allocation for 25 Million pieces per year. -Training and management of 25 directors and 70 department managers. -Implementation of stock management and time planning tools Results -Best net profit increase in 2005 over 50 H&M regions (Increase of turnover, stock decrease and salary cost optimization)

Floor manager on Men department, then Ladies plus doing planning, budget & costs of the store. Store manager interim 3 months

Accueil de la clientèle et vente. Approvisionnements de stocks - organisation des soldes.

vente allant de 5 minutes à 2 heures et jusqu'à 20.000€ Formation aux techniques de vente et culture internationale