Manolis Lydakis

Following my promotion to Senior Operations Manager, I oversee the operations of Harvey Nichols store as below. Also, involved in the renovation project of the store which will take place in 2025. My role is crucial to oversee all key parts of project management. Work closely with the Architectural Firm and other internal support functions to plan and execute the renovation within agreed timeframes and set budgets. Furthermore, my role has become more strategic, working closely with our Business Director to elevate and expand the Luxury Division of Alshaya across the markets.

Harvey Nichols Kuwait is the ultimate luxury fashion & lifestyle destination and is located at the Grand Avenues – The Avenues Mall Kuwait. The department store was opened in autumn 2012 and is spread across 10,000 square metres of retail space, bringing together many exclusive international brands under one roof. The offer of collections include Ladies Contemporary, Women's International (Designer & Evening), Ladies Shoes, Menswear, Kidswear, Accessories (Jewellery, Handbags & SLG, Scarves, Sunglasses), Personal Shopping Department and Cosmetics Department. Key Achievements: • Record year on sales for Harvey Nichols in 2021. Exceeded the BP by +15%, the biggest growth on sales in the history of the store and +13% on profitability. Cosmetics Department, sales overachieved the BP by +37% and +39% on profitability. • Record sales on the first day of Sale on 22 June 2022, +30% vs BP. • Kurt Geiger stores overachieved their BP in 2021 +9% and profitability by +1%. In specific the KG Kuwait store overachieved the 2021 BP by +26%. • Exceeded the store annual budget for the past 4 years (2016, 2017, 2018 and 2019) as a result of clear focus on all KPIs (increased conversion rate from 11.1% in 2016 to 17.2% in 2018, 23.3% in 2019, 22.5% in 2020 and a spike in 2021 of 34.1%s. For three out of these years' successes we won the Alshaya Group Awards for Excellence based on performance: Store sales champion – both overall champions for Large stores and for the ME Region Brand sales champion for ME Region – for HN Fashion Brand sales champion for ME Region – HN Cosmetics Brand profitability overall champion • Achieved the highest daily sales in the history of HN Kuwait for the first day of sale on 19 June 2019 (+321% vs BP, +257% vs LY) • Achieved the highest weekly sales (W26, June 2019 Ramadan) in the history of HN Kuwait (+41% vs BP, +89% vs LY) • Achieved the highest weekly departmental FP sales (W26 June 2019 Ramadan) for Ladies Shoes (+111% vs BP, +126% vs LY) and Contemporary (+76% vs BP, +140% vs LY) Departments in the history of HN Kuwait • The Cosmetics Department is the most successful in Kuwait and second most successful in MENA (2018 sales +13% vs BP, +11% vs LY) • Introduced luxury clientelling initiative to the selling team and segmentation of clients, to build sales and client loyalty to the store • Rolled out staff training on product knowledge, seasonal trends, luxury customer service, selling techniques, styling, cross selling, Building Brilliant Relationships training for the Personal Shopping team • In April 2017 rolled out the Personal Commission Scheme to the selling team and FOH Department Managers. This replaced the quarterly bonus and empowered the FOH team to earn individual monthly commission on their sales • Introduction of Clientele Dashboard shows performance of each selling staff on clientelling (client appointment sales, new client data acquisition and cross selling across the store) • Team management and recruitment. Restructure of the team and recruit of external talent to fill up vacancies across all levels of service. Develop the team for the succession plan through effective PDP programs for the store and the expansion of the Luxury Division. Quarterly internal promotions to fill management and selling positions within the store and for the opening of the monobrand stores (Kurt Geiger, Alice & Olivia). Managed low performers through PIP programs, effective Annual Leave management (clearance of all AL by the end of each year for the whole store team • Pulse Survey, quarterly staff roundtables. Meet staff representatives from each department to discuss various business topics (career path, training & development, feedback on management, etc) to improve the working environment and motivate the team • Team monthly Awards for Excellence. Every month host an awards ceremony for the best performers (sales value, highest sales from appointments, No of new clients, team contribution, etc). Host lunch for the winners in a luxury restaurant to appreciate their contribution to the business • Improved the store operations, including BOH (Stock management, Regular cycle counts to reduce stock loss – successful stocktake results. Fashion 0.09% vs target of 0.25%, Cosmetics 0.15% vs target 0.25%. Monthly mock-up audit checks – October 2019 Annual Audit Control score 87.47% (green audit), Delivery processes, non-stock/packaging orders, etc). FOH operations including shopfloor standards, (facilities maintenance and Visual Merchandising, weekly trade reports, improved Shoppie results (achieved 100% of customer service), effective communication with the Brand and Marketing team, staff uniform upgrade • Nominated for the Alshaya Champions Club in March 2019. Based on detailed criteria of excellence in service, sales, and brand management recommendation Key Responsibilities: • Report directly to Luxury Division Business Director • Set annual objectives for myself, the DSMs, Brand Training Manager and Area Visual Merchandising Manager based on: Focus on Customer, Focus on Performance and Focus on Growth. These are reviewed on a quarterly basis to achieve the set store and division targets of the Luxury Division AOP • Oversee the team development through training. The Brand Training Manager reports to me and we set together the training content and agenda • Responsible for a team of 193 Alshaya employees and 120 Supplier staff (promoters in Cosmetics Department) • Responsible for the store P&L accounts and budget setting (staffing, VM budget, non-stock, controllable expenses, etc) • Responsible of the approval of the VM budget and the window sets, including other VM activities in the store • Liaise with the Brand team, Marketing team, Human Resources Department, Recruitment Department, Loss Prevention, Internal Audit Department, for their support of the seamless store operations • Concise feedback on a weekly basis to the Brand team, attendance of the weekly trade meeting with the rest of the senior management team at the Head Office. Furthermore, attendance of the weekly Marketing meeting, Country Operations meeting (all Alshaya brands attend) and in the absence of the Business Director attend the Divisional Trade meeting with the President • Weekly store floorwalks with the Store and Brand teams to discuss individual departmental performances and actions taken to improve sales, customer service, and standards • Annual performance appraisal for the direct reports and their development • Review of the management planning (rota) to meet business needs • Oversee the Staffshops (HN outlets at the Burj Alshaya and at Shuwaikh Campus) • I had overseen the operations of the monobrand stores in the region (Kurt Geiger Kuwait, Bahrain and KSA. Chloe transferred to Behbehani in December 2020, Alice&Olivia closed in November 2020)

Emporio Armani celebrated in 2016 40 years in the fashion world. Not only it has been a global phenomenon, setting fashion trends and has a vast clientele who follow the brand and its lifestyle, which includes Armani Dolci, Armani Fiori and Armani Café. The Flagship Store in London has been a destination for over two decades and still has a very strong clientele base. Currently the store is the 3rd best seller in Europe, after Milan and Paris. Key Achievements: • Took over the store in June 2014, there was no store manager for over 8 months • Restructure and recruit strong teams for both departments, Menswear and Womenswear • Constant training and support to the team to elevate sales and standards • Development of both Floor Managers. The focus is to turn them to store managers • Turn the store into a model store based on overall standards, operations and consistency of the Brand direction for the rest of the UK stores. • Increase sales by working very closely with the teams and understand the client needs. Also, constant use of KPIs and CRM. Staff regular reviews, monitoring sales and overall performance • Work very closely with the Buying team to maximise sales by moving stock around stores • Stock management. Regular cycle counts to reduce stock loss. The stocktake results before I started were 0.86%, now is down to 0.24% • Work very closely with the Operations team for Health and Safety regulations. The score has increased to 95% form 78% since I took over the store. Also, stock management, logistics, cash handling • Managed the store refurbishment. Overseeing the contractors with the support of the Operations team • Travel to Milan for the buying and Fashion shows • Regular reporting to all Directors, including the Milan Head Office Key Responsibilities: • Achieving annual sales of £6,500,000 • Responsible for a team of 30 members • Restructure the team and store operations, including in-house tailor, security guard • Scheduling of the team • Drive sales, promote and monitor quality of service • Staff support and training • Work very closely with the Visual merchandising team to change the floors on a regular basis, depending on sales trends • Compiling weekly, monthly sales and trade reports • Report directly to the Wholesale/Retail Director

Temperley London celebrated its 12th year anniversary in 2013 with its namesake creative director, Alice Temperley, MBE, heading up Temperley London with a design signature that has made her one of the most distinctive voices in contemporary British fashion. Alice Temperley's timeless, feminine designs combine meticulous detail and embellishments with an English eccentricity and personality drawing on everything British. Key Achievements: • Opened Flagship store on Bruton Street in December 2012 • Refurbished the stores in Colville Mews, Bicester Village and Los Angeles • Restructure and recruit strong teams for all stores • Constant support and mentoring of the retail teams. Internal promotions for store management teams, Operations team. My office is in the store, so I observe the daily activities • Review all operations and introduced new ways of simplified activities • Review all P&L accounts and minimized expenses, to maximize profitability • Organize successful shopping events at the Flagship store with high sales/ customer data capture • Work very closely with the marketing Department on building the company Brand Image, VM standards, as well as all stores activities • Work very closely with Head of E-Commerce to build the Retail Business as a whole • Improve the way of buying (sizes/quantities ratio) to maximize sales • Elevate the overall Retail standards and support the rapid change from a family business to a corporate organization • Store closure Los Angeles • Regular communication with the company CEO and Commercial Director for the direction of the business Key Responsibilities: • To manage the sales, operations, and staff development of all stores • To achieve maximum profitability, compliance with company procedures and excellence in customer service. • To maximise on training within seasons • Oversee London/International operations • Keep up to date stock management system • Update budgets/ business plan (working closely with CFO) • Manage retail events and CRM with marketing liaison • Manage and maximise loyalty program • Produce concise feedback on product for Design/wholesale team

Pringle of Scotland is an iconic brand established in 1815 at the birthplace of the Scottish knitwear industry. From the beginning technical innovation has led to the creation of knitwear as outerwear. It became one of the first luxury knitwear manufacturers in the world, having expanded throughout Europe, the US and Asia during the 19th and 20th centuries. Key Achievements: • Increased Turnover on average by 30%. • Reduced Cost structure by implementing a new way of managing the team and store costs. • Implemented new staff rotas that were responsive to the businesses needs in key trading times. • Build regular clientele basis and promote the brand within the luxury arena. Support the image change, by educating the clients about the change of the company direction. • Take part and influence the way the collections are bought, in a more fashion forward way. Key Responsibilities: • Achieving annual sales of £3,000,000 • Responsible for a team of 12 members • Restructure the team and store operations • Scheduling of the team • Drive sales, promote and monitor quality of service. Attend the meetings of the local communities, to get more business and get regular updates on what happens in the industry • Staff support and training • Visual merchandising • Compiling weekly sales and trade reports • Reporting directly to the Head of Retail • Communicate with the Design Studio in order to pass valuable feedback on the collections

Since its inception, Joseph set out to lead the way in international fashion. The store has become recognised as a leader in sourcing and developing key international designers. The Flagship store based at the world-famous junction of Fulham Road and Brompton Road stocks some of the key designers of our time, Ranges from Balmain, Lanvin, Chloe, Dolce&Gabbana and Alaia sit beside new names and also the Joseph Collection. Key Achievements: • Increased Turnover since May of last year on average by 12% • Reduced Cost structure by implementing a new way of managing the team and store costs • Implemented new staff rotas that were responsive to the businesses needs in key trading times • Structured delivery flow to impact sales at key cycles in the business, recommended that the store hours for August were extended which led to a 10% increase in trade compared to the previous year Key Responsibilities: • Achieving annual sales of £6,500,000, which represents 10% of the company turn over • Responsible for a team of 20 members • Restructure the team and store operations • Scheduling of the team • Drive sales, promote and monitor quality of service • Staff support and training • Visual merchandising. • Compiling weekly sales and trade reports • Reporting directly to the company CEO • Communicate with the Buying department to pass valuable feedback on the collections • Overseeing Iris shoe Boutique on Draycott Avenue, which is part of the Joseph Group Ltd. With an annual turnover of £600,000s

Bamford and Sons is a newly created luxury lifestyle brand. The product includes luxurious Menswear, Ladieswear, Boyswear and Organic food. As part of the enhanced offer, there is a collection of the latest gadgets, as well as vintage objects. Key Responsibilities: • Share management responsibilities • Product training/ Team development • Visual Merchandising • Support operational structure • Drive sales and promote quality of service • Administrative and trade analysis • Compiling detailed sell thru reports and product feedback • Set up of Corporate Gift Department

bases in London, New York and Hong Kong. Its core business is to provide innovative products at a competitive price in a luxury environment. Key Responsibilities: • Managing a team of up to 14 • Responsible for achieving an annual sales target of £3,000,000 • Re-structured operational organization • Drive sales, promote and monitor quality of service • Staff support and training • Administrative and trade analysis • Compiling detailed sell thru reports and product feedback

Harrods, the world-famous department store housing 333 departments over 7 floors specialising in luxury products, with annual sales in excess of £450,000,000 at the time. Key Responsibilities: • Achieving annual sales of £4,500,000 • Achieving a sales increase of 20% over the previous year • Responsible for a team of 18 sales associates • Scheduling of the team • Drive sales • Achieved several commendations from our guest shoppers • Promote and monitor quality service • Staff support and training • Visual merchandising • Compiling weekly sales and trade reports s

Key Responsibilities: Achieving annual sales of £6,500,000 • Achieving a sales increase of 30% over the previous year • Responsible for a team of 22 sales associates • Scheduling of the team • Drive sales • Achieved several commendations from our guest shoppers • Promote and monitor quality service • Staff support and training • Visual merchandising • Compiling weekly sales and trade reports

Tommy Hilfiger is a designer led brand creating lifestyle concepts that draws its inspiration on the East coast American values. Key Responsibilities: • Assisting the manager in the running of the store • Managing and scheduling a team of 10 • Helping to achieve sales of £1,100,000 • Plan and complete all product re-merchandising • Drive sales • Promote and monitor quality service • Staff support and training • Visual merchandising • Compiling weekly sales and trade reports

Key Responsibilities: • Sales, display, wholesale, customer service; in charge of Sloane Street branch