Vittorino Mandelli

Reporting directly to the Southern and Central Europe Sales & Mkg Director, I’m responsible for the Italian wholesale channel for the Millet brand. Main goals: - Drive profitable sales development by directly managing key accounts, independent accounts through agent leadership, regularly visiting clients and identifying new opportunities - Define the GTM growth plan and guide the sales objectives at area and customers level, promoting the sale of the highlight products ensuring the distribution strategy by channels - Define commercial conditions that can develop the business with a profitable margin - Provide product forecasts according to category development plans, detailing product focus by area - Submit weekly sales and activity reports, highlighting sales performance information from key accounts and product categories, identify any key issues/opportunities - Drive and facilitate the consumer brand experience through instore quality brand presentation, marketing and communication activities, visual merchandising projects - Provide regular feedback to the sales force and brand team on the market, competitor activity and product development

Reporting directly to the owner, I managed and coordinated all store activities, developed new openings in Italy and abroad, developed budgeting, buying and reporting processes. - Team management: 20 stores (90 employees) and the back office (7 employees) - Store’s budget: P&L account, category sales target – I managed a turnover of 15 mil.€ - Business analysis: implementation of a navigable dashboard to analyse KPI and for reporting - Purchase budgeting: introduction per each store at the level of product categories and suppliers (7 mil.€/year) - Purchasing campaigns: negotiation of commercial terms with brand suppliers - New openings: Trento, Freiburgh (DE), Arco, Brescia - Partners/Franchisee control and support: purchase budget and reporting introduction

Reporting to the Purchasing Director, I directed and coordinated all purchasing activities through the definition of commercial strategies and budgets for all product categories and brands. - Team management: 4 Category Managers and 15 buyers - Budget and forecast: 2 buying plans for more than 200 mil.€/year, leading negotiations with the lead suppliers - Commercial strategies: offer product range and store channel segmentation – style reduction of 25% - KPI: margin improvement of 1,6 point % (+20 mil.€), stock turn increase and stock reduction of 26% (-31 mil.€) - Introduction in 2010 of profitability/sq.m. for each store/category (realized for 150 stores) - Financial purchasing plan: intake forecast, delivery control, payment time management - Shop product layout: as project leader I directed the renovation of the layout of 100 stores in a year

Reporting to the General Manager, I was responsible for defining, developing and planning the institutional and promotional advertising campaigns of the Cisalfa Sport Group brands (Cisalfa, Longoni, Germani). - Team Management: 5 employees + ADV Agency and Media Centre - I led the realization of the first institutional TV campaign for Cisalfa Sport (RAI, Mediaset, Sky) - I developed and managed the monthly BTL product promotional campaigns - I directed the layout development and execution of Shop-in-Shop for the brands Nike and Adidas - I restarted the CRM program and launched the new e-commerce web site

Reporting to the Purchase Director, I was responsible for the purchasing of the Active Sports Category: Outdoor, Ski, Soccer, Running, Gym, Swimming Pool, Tennis and Cycling. - Team management: 5 buyers and 10 assistants - I contributed to the creation of the Purchasing Office and managed around 60 million. € purchase value - I achieved an improvement in commercial conditions and stock rotation (margin growth +6% points) - I made Ski category profitable, implemented the outdoor range and I introduced new business opportunities - I contributed in the implementation of management and reporting software and new budgeting processes