Karine Haug

Manager of the Retail Planning and allocation team - 6 people - Building seasonal buying budgets & control of Open to Buy - Construction of the collection plan with Merchandising team (#of items color, qty per item..) - Building and updating of weekly seasonal sales plan - Proposition of action plan to increase sales - Building of reporting tools to improve decision making - Control of seasonal discount in line with Margin and Revenues targets - Management of Leftover - Management of finished goods inventory (current and old seasons) - Store procurement - Control of Warehouse outbound flow - Clearance of old seasons inventory (Outlet stores, Onliners & discounters)

- Management and optimization of stores inventory - Building of reporting tools - Logistic management of wholesale customers - Old seasons inventory clearance

Member of Princesse tam.tam Management board Manager of the Retail Planning team (1 people) - Building seasonal buying budgets & control of Open to Buy - Validation with Merchandising team of quantities by item - Building and updating of weekly seasonal sales plan - Proposition of action plan to increase sales - Building of reporting tools to improve decision making Manager of the Allocation team (5 people) - Management of finished goods inventory (current and old seasons), store procurement and stock takes - Control of Warehouse outbound flow - Control of seasonal discount in line with Margin and Revenues targets - Management of Leftover - Clearance of old seasons inventory (Outlet stores, Onliners & discounters relationships management) Key Account manager (1 people + 10 store staff) – Since October 2017 - Negotiations with Key wholesale accounts - Collections presentation - Management of PTT store staff in wholesale stores

- Establish buying and pricing strategy for current and future seasons - Build daily, weekly, monthly and seasonal product strategies - Identify growth opportunity - Manage day to day performance of business versus target, and proactively manage adjustments to ensure strong business results - Facilitate strong communication across company and ensure awareness and alignment to key initiatives - Organise and manage inventories - Monitor production and delivery schedules from factory to local warehouse

Creation of a tool to manage the whole Collection Plan - Merchandising input (model, category, color, customer needs…) - Quantity, Price, Costs and Margin -- Follow up on engagement rate regarding Open To Buy in terms of quantity, value and number of model. --Follow up on quantity bought vs previous years - Development status and deadlines -- In charge of models development progress in coordination with Design team -- Weekly reporting on development progress to Fast Retailing headquarter - Suppliers & warehouse deliveries data -- Update on production and delivery data -- Close follow up on potential delay (delay catch-up, impact on sales and/or quantity order) in coordination with Merchandising, Planning and Production teams -- Weekly reporting on deliveries to Fast Retailing headquarter - Store deliveries (timing and cluster) -- Definition of store delivery calendar regarding Design and Visual merchandising story  Warehouse capacity  Product lifecycle  Store type (Cluster) - Product life curves and sales forecast -- Sales forecasts by model based on product lifecurve and sales ambition -- Shortages anticipation to predict Replenishment and do fabric booking

Ensure safe launch of new collection from design to sales (in collaboration with design, merchandising, production, supply chain, procurement and controlling departments) - Merchandising o Identification of product sales potential o Ensure creative teams take into account consumers’needs - Product Lifecycle management o Monitoring of deliveries & quality issues o Management of product distribution in store - Business Analysis o Sales forecasts o Sales analysis - Project management o Definition of stores clusters with retail teams

- Product Marketing: product development and conception, building a collection; - Sales and distribution: managing points of sale and retail networks, purchasing, visual merchandising; - Category Management - Brand concept and management: brand image and identity, communications, print and web content.

Assignments at La Banque Postale & La Poste Mobile - Projects managment in the Marketing Department and Multichannel Distribution Department - Change management and Sales force's training - Definition and Marketing of specific package deals (mobile phone + mobile banking services) for targeted groups of customers - Benchmark and business analysis on specific subjects (NFC, mobile payment…)

Financial control in Canal + Distribution - Logistic Department - Monthly reporting and financial reports’ optimization - Quarterly budget estimation - Business plans of new projects and various financial analysis

- Project management in a multicultural team (French, Japanese, American, German..) - Build-up of a financial analysis tool of Japanese local authorities - Improvement of risk reporting system between the French headquarter and the Japanese subsidiary