Telley Melby

Global responsible for Supply Chain, Strategic Sourcing, Manufacturing, Customer Success, Wholesale Operations, Logistics & Transportation, Distribution Centers (DC), and 3PL Leadership & Team Management: Accountable for a global team of 65+ FTEs, including specialists and leaders, driving operational excellence across multiple functions. End-to-End Product Flow Oversight: Own full responsibility for the entire value chain, from sourcing raw materials to delivering finished products ready for sale on the shelf. Factory & Supplier Management: Oversee the operations of our owned and operated factory in Portugal while managing 10 sub-suppliers to ensure seamless fulfillment of our diverse product assortment. Global Inventory & Distribution: Manage global inventory across multiple locations, including distribution centers, 3PL e-commerce fulfillment, and consignment stock for retail. Strategic Leadership: Defined and executed strategic initiatives to prepare for scalability, including shaping and optimizing the global operations organization. Supply & Demand Optimization: Successfully implemented a supply and demand process alongside a forecasting tool to streamline production and improve operational efficiency. Logistics Optimization: Enhanced the logistics infrastructure for scalability, resulting in a 20% cost saving on transportation, directly contributing to bottom-line growth.

● Overall responsible for Customer Success, Logistics, Technical support, Product and Procurement across 6 markets (UK, DK, SE, NO, EST, DE) ● Spearheading the Global Operations strategy to steer Klar’s operational foundation to scale the business ● Driving the company’s operational capabilities to exceed customer satisfaction and retention, and company goals ● Controlling costs, and introducing tactical initiatives to optimize processes and savings ● Preparing timely and accurate financial performance reports ● Supporting our sales and marketing initiatives and implementing operational processes to do so ● Continuously assessing and optimizing the organizational structure in Global Operations to ensure it is fit for purpose ● Assessing and implementing improved processes and new technologies, and collaborating with management regarding the implementation of these improvements

• Globally responsible for all new store openings, relocations and refits of Pandora stores across all store levels - approx 500 store projects per year • Leading teams across 10 clusters to ensure aligned decisions and processes with the focus on time to market and high performance • Managing internal Customers, Suppliers, Project managers, analysts and technical designers by creating clear goals, empowerment and enabling the organisation to drive and develop our area of responsibility • Big picture thinking and focus on the goals - but hands-on when required

• Responsible for 3 main areas: o +250 Pandora store openings/refits in EMEA per year o Travel Retail P&L including Landbased, Inflight Sales, Cruise Lines o B2B Channel support and Operation • Managing 2 team leaders and an organization of 15 indirect reports • Accountable for a +35MDKK Travel Retail Rev.budget and +100MDKK CAPEX • Liaison between 65 markets in EMEA and the Global organization • Gatekeeper and development of PANDORA Retail Processes (B2B and B2C)Channel Support B2B & Travel Retail

• Responsible for 4 main areas: o Supplier Performance Management, Campaign Operation, Purchase Control and Master data • Managing 2 function managers and 2 specialists • Accountable for a budget/spend of approx. 800 mio DKK • Supplier performance responsible covering a portfolio of +40 global suppliers in Asia and EU • Main category operational coverage; Point of sales materials, Fixtures & Furniture, global freight/logistics • Liaison between regions (APAC, EMEA, AMERICAS), Group Procurement and the suppliers • Overall responsible for delivering 7 campaign drops to PANDORA stores globally on time

2011- Secunia A/S Sales Academy Manager/Interim Head of Sales DACH • Interim Head of Sales DACH • Revenue budget responsible of 2.5 MEUR • Entry sales, new business, Winback, retention and partner sales • Responsible for 15 sales people and 1 team leader • Pipeline management and forecasting • Team building and optimizing resources / results / workflow Selected results/achievements: • Increased number of salesreps who exceeded their budget by 500% • Increased the conversion rate from 12% to 25% (lead to revenue) • Establishment of a Sales Development function for optimization of lead quality Sales Academy Manager • Establishment of Sales Academy • Development of First entry level salespeople into 2nd. Level • Structuring the introduction- and product training • Group coaching and feedback training • Sales boot camps • Liaison between management, sales and the support functions for sale • Optimization of resources • Responsible for 10 to 32 employees Selected results/achievements: • Development, management and training, leading to the promotion of 10 salesreps - worldwide (US, UK, Nordic, DACH) • Implementation of 6 successful boot camps for both EMEA and US sales • Defining Secunia Certification Program

Responsible for the following functions • Operations - including KPI follow-up, resource planning • Lead Management - generation and data washing for internal and external sales • HR - employee satisfaction, APV, hiring, terminations, salaries etc. • Quality - customer satisfaction, Claim management and process optimization • Outsourcing and vendors/suppliers - budgets and deliverables from external outsourcing partners and suppliers/vendors • Training - coaching and training of sales, customer service and Winback staff / management • Responsible for 8 employees

Responsible for 5 Executive assistants and 2 travel coordinators. Responsible for Telenor's overall travel costs - agreements and price negotiation Owner of contracts with hotels and conference agreements and price negotiation Coaching and collaboration with employees Status meetings with Directors and CEO Management meeting weekly - Agenda, Minutes and coaching of the speakers - before and on the weekly management meeting Personal Assistant for CEO and CFO

Responsible for 22 employees - B2B and B2C customers Coaching and collaboration with employees Objectives- and operations management - Defining and operating with KPI Responsible for sales Complaint escalations

Build and launch the Quality department in Cybercity A/S Responsible for 7 employees Coaching and collaboration with employees Training of own staff in facilitation and process optimization Process optimization in customer service with focus on Lean (time to customer/market) Responsible for establishing and maintaining the Intranet in Customer Service Facilitating workshops Participation and facilitating forums with PM, Marketing, Press, Directors Making Customer Service challenges visible for the Management to escalate