Goran Stojadinovic

Led a cross-functional team of 120 professionals, including product management, sales enablement, and channel development. Full P&L ownership over both core telco and ICT portfolios, with strategic accountability for sales growth, positioning, and margin performance. Responsibility over product development and lifecycle (innovation, pricing, portfolio management), including company-wide strategic planning, delivered a 50% increase in core telco product margins through strategic pricing leadership and drove 300% revenue growth in ICT.

B2B unit provides services and solutions to companies of all sizes and the public sector, through a dedicated team of sales and technical pre-sales engineers, focused on the specific needs of each type of organization. Our team also develops products, services, and convergent end-to-end solutions that integrate voice, data, security, cloud, IoT, managed connectivity, data center services, and more.

Looking at all aspects of product development and customer solutions, from design to delivery for B2B and B2C segments. Responsible for building and developing new revenue streams beyond traditional telco services, tapping into Cyber Security, IaaS, IoT, Identity business…

The position entails responsibility for direct and indirect retail sales, managing dealers and partnering businesses, as well as overseeing online sales, door-to-door sales, and telesales. As a Director of Residential Sales, I lead a team of over 500 people.

As a Head of Business Sales, I lead a team of 90 people, taking accountability for all business layers (SOHO, Small & Medium enterprises, Large/Strategic enterprises, Government sector), wholesales (local & international), and ICT products sales.

Led the full scope of business operations for an international production and trading company specializing in food processing and consumer goods. Accountable for P&L performance, strategic direction, and operational execution across markets. Delivered consistent profit growth by driving operational restructuring, optimizing cost structures, and expanding commercial activities across key regions.

Spearheaded critical strategic initiatives during the market entry phase of a greenfield operation. Led the setup of local office infrastructure, established support functions, and developed the go-to-market model. Oversaw distributor selection and built comprehensive business plans to enable scalable and sustainable market presence.

As a National KA manager, I lead a team of 5 Accounts Executives, responsible for the development of sales and marketing activities against Philip Morris strategy and contributing to volume and market share growth in the market.

As a Regional Sales manager, I lead a commercial team of 70 people in charge for Merchandising and Direct sales deliver (DSD) for assign territory supplying 6’000 point of sales.

I led a team of people working on the development and execution of all company’s brand initiatives, improvement of visibility platform through the production of new innovative PPOSM, development of merchandising standards, sales cycle preparation, development of retail segmentation.

As a Regional Sales Manager, I lead a commercial team of 70 people in charge of Merchandising and Direct sales delivery (DSD) for assigned territory supplying 6’000 points of sales.