Omar Hallal

In 2021, I welcomed additional responsibility for directing 100 employees, and managing iconic brands, including Chanel, LVMH, PUIG, COTY, Estee Lauder, Clarins, D&G, Hermes, and Makeup Forever. Aspects of this role span setting and evaluating performance against budget, coordinating marketing, validating final P&Ls, and leading and inspiring teams to achieve key business milestones. Successes to date include strengthening supplier and business partner relations, developing strong teams, and improving results

I hold P&L accountability to deliver the Loreal Beauty Division’s vision, operational strategy, and budgets, and ensure financial statements reflect the true financial position. Managing contracts with brand(s), developing the long-term vision for the category and the brand acquisition strategy, and negotiating performance, quality, locations, and brand support targets with key suppliers have been key to achieving sales, margin, NP targets.

During this period, I worked with the Division Manager to improve stock controls, set up purchasing plans, and coordinated with brand - marketing teams to synchronize annual plans with supplier calendars. I partnered suppliers, contractors, logistics, marketing & merchandising teams regarding opening, closing, and renovations, and followed up daily sales vs. monthly/yearly targets. Retail performance management meetings with presentations were a key part of this role, together with ensuring delivery of the highest level of customer service. I recruited, set targets for and performance managed Shop Staff /Sales Executives, while holding full P&L accountability for the development of all premium brands, and maximizing sales.

Brands included, Hermes, Roberto Cavalli, Guerlain, Paco Rabanne, Prada, Givenchy, Make Up for Ever, Fendi, Kenzo, Chloe, Marc Jacobs. I developed marketing plans for brands within Bahrain, set budgets with brand suppliers for purchases, sales, expenses, closing stock, and annual animation plans, and reported on market trends, sales, marketing, stock, and brand sales vs. budgets. Planning monthly stock rotations / order cycles to ensure maximum stock availability and pricing new products were further key aspects of this role.