João Rente Correia

Currently exploring new executive leadership opportunities where I can leverage over 20 years of experience in Retail, Logistics, and Supply Chain management. I am particularly interested in roles such as COO or General Manager, where I can drive growth, streamline operations, and lead high-performing teams through transformation and expansion. My experience includes leading international market expansions, overseeing P&L management, optimizing supply chains, and implementing innovative solutions. I am passionate about developing strategic plans that deliver sustainable results and foster innovation in dynamic business environments. If you are looking for a results-driven leader to bring fresh perspectives and accelerate your company’s growth, let’s connect.

The Convenience Shop, Malta’s leading convenience chain, with 90+ outlets and €42M in annual sales, engaged me to drive operational strategy and implement a change process that would sustain its market leadership and position it for future growth. • Directed operational strategy and day-to-day management for 90+ outlets, overseeing a €42M annual sales business and ensuring operational efficiency across all locations. • Spearheaded the design and rollout of a new store concept in collaboration with CADA Design, enhancing customer experience through innovative store layouts for both new openings and existing store conversions. • Initiated a comprehensive transformation project to align the online business with modern e-commerce practices, improving customer engagement and sales performance.

Grupo Amiria, SPAR’s exclusive partner in Paraguay and owner of the Los Jardines supermarket chain (€90M annual turnover), engaged me to accelerate SPAR’s expansion and develop a global business strategy to drive sustainable growth. • Led the development of commercial and financial strategies for Aho Aho, a new wholesale brand targeting $450M in sales by 2024, establishing a strong foundation for market entry. • Designed and optimized store layouts and business models for 25 SPAR Express locations in partnership with Petrosur, enhancing retail space, customer flow, and operational efficiency, while identifying and securing prime locations to drive market positioning and increase brand visibility for a successful rollout. • Spearheaded supplier identification and negotiation, onboarding local and regional manufacturers to develop SPAR’s proprietary brand, driving cost efficiency and supply chain sustainability. • Recruited and onboarded senior executives, reinforcing leadership capabilities to support business expansion and operational excellence.

CuroGens, a leading provider of software solutions and a Microsoft Gold Partner, appointed me to prepare the company for expansion following private equity investment, with a focus on operational efficiency and readiness for growth. • Led international operations, driving M&A readiness, optimizing global talent management, and positioning the company for future growth across multiple regions. • Developed and implemented tools to monitor critical KPIs, ensuring operational alignment with growth targets and enhancing team accountability during a high-priority interim project. • Spearheaded initiatives to optimize productivity, streamline processes, and improve team collaboration, driving global operational excellence. • Introduced new Standard Operating Procedures (SOPs) to improve internal efficiency and ensure consistency across operations. • Proposed and developed a new service line, diversifying the company's portfolio and creating future revenue streams. • Provided consultancy services to Meriton, a key customer, ensuring successful project delivery and strengthening client relationships.

SPAR Iran, operating SPAR supermarkets in Iran since October 2020, appointed me to lead efforts to improve overall operations and implement international standards in a market with limited exposure to such practices, to streamline processes and drive growth. • Drove a 20% year-over-year sales increase, a 7% increase in foot traffic, and a 25% growth in average basket size by June 2022, demonstrating effective leadership and adaptability. • Established SPAR Pakhsh, a logistics service company supporting 700 retail outlets, reducing logistics costs by 18% and delivery lead times by 20%, aligning the supply chain with global best practices. • Managed operations for 6 owned stores, centralizing inventory and laying the foundation for long-term operational efficiency and growth. • Addressed fraudulent activities, ensuring integrity and ethical conduct across operations.

Ecodi, the SPAR partner in Ghana, appointed me to identify a new partner for the supermarket chain and reorganize management to drive long-term growth and profitability in the Ghanaian market. • Negotiated a new SPAR license agreement, strengthening the brand presence and enabling long-term market growth and sustainability. • Revitalized operations for 12 locations and a central warehouse, overseeing $12M in sales, managing a team of 250 staff, and driving significant operational improvements. • Improved EBITDA from -38.2% in 2019 to -29.4% in 2020, showcasing successful operational turnaround and profitability enhancements. • Orchestrated the smooth conversion of 11 stores to the SPAR brand during the COVID-19 lockdown, ensuring continuity and meeting all operational challenges. • Centralized inventory management for non-perishable goods, optimized logistics, and collaborated with stakeholders, driving brand awareness and market consolidation.

Rico Gado, a Portuguese/Nigerian joint venture in the animal feed manufacturing sector located in Northern Nigeria, appointed me for my strong management capabilities and external industry perspective to implement effective leadership and drive operational improvements. • Increased sales to $3.2M and grew operating profit from -3% to 31.4% by Q3 2017 through strong sales leadership and effective P&L management for financial sustainability. • Improved EBITDA from -70% to -2.6% by Q3 2017 through strategic financial oversight and operational restructuring, ensuring long-term profitability. • Directed the construction of a second factory in Abuja, expanding production capabilities and ensuring timely project completion. • Successfully transitioned from retail to FMCG, demonstrating adaptability and enhancing operational efficiency through improved sales strategies and optimized manufacturing processes. • Implemented supply chain enhancements, securing significant cost savings in raw material procurement and driving overall operational efficiency.

The Group, offering specialized products and services in office supplies, IT, pharmaceuticals, disposables, and telecom, recruited me to design and launch a new retail store concept in Luanda, with a focus on driving sales and profitability. • Launched a new retail concept and expanded the B2B office supplies business, boosting annual sales to $6M and increasing brand presence. • Improved profit margins by 92% through strategic planning and operational efficiency, achieving significant profitability gains. • Centralized inventory management, reducing stock by 30% and improving financial stability through enhanced inventory control practices. • Managed national B2B office supplies operations for Eciloffice, ensuring seamless post-launch operations and driving long-term success. • Promoted to General Manager of Ecitel, where I implemented a new sales approach, resulting in maximized sales and enhanced customer engagement. • Reduced old stock by 30%, equating to $1M, and decreased customer debts by 10%, improving the financial position of the business. • Collaborated to launch a new line of mobile phones, driving a 15% sales increase.

• Successfully supported and guided the opening of a new store in Southern Portugal, mentoring the store manager and facilitating a smooth and successful launch. • Orchestrated retail fashion operations with €20.7M annual sales across 3,000 square meters, demonstrating strategic management and strong oversight. • Managed a team of 12 direct reports and 180 indirect reports, fostering collaboration, driving performance, and ensuring operational success. • Improved inventory management by 10%, optimizing processes to ensure inventory met customer demands efficiently. • Exceeded annual targets by 114.7% for the 2010/2011 fiscal cycle, achieving exceptional performance through round-the-clock staffing during peak periods and showcasing operational excellence.

Supervised operations of a 3,200 square meter store, generating €18 million in annual revenues with equity participation. Led the comprehensive marketing plan with full P&L accountability, demonstrating strategic vision and effective management. • Reorganized operations, implementing local pricing strategies and optimizing inventory management, driving improved financial and operational performance. • Managed a team of 14 direct reports and 70 indirect reports, ensuring effective coordination and fostering a high-performance culture. • Achieved 102% of sales targets in 2009, accompanied by an exceptional like-for-like (L4L) growth rate of 106%, showcasing exceptional performance and market competitiveness.