Hugo WROBLEWSKI

I improve the KPIs of Sales, Customer Success and Project teams. I can build the future of your organization: implement new tools, improve current processes, lead a project team and support your teams through change. My added value? Speed of execution, with particular attention to detail. My work is clean, structured and fast. I work well with all levels in an organization. I know how to explain, present, convince and report on my work. References : • Revenue Ops Manager for StaffMe Academy (Hubspot, Ggsheet, Make, Notion) • Zoho Expert for IRFD, Les P'tits Boss, Odali Academy, La Consignerie, Scale My Clinic • Qualiopi Expert for BM Conseil, La Nouvelle Ecole

In the training and coaching organisation BM Conseil, I am assisting the director in the development of his growth and diversification strategy. I am building with Jean-François the training and coaching offer that will be offered starting in September 2021. I am working on building a brand image for BM Conseil and marketing the training offer (the website created: https://www.bmcformation.fr). I am also preparing the Qualiopi audit, which certifies a serious Quality approach following each training course.

Born in Paris 5 years ago, La Fourmilière is a community that aims to remove the hurdles to associative commitment. As the right-hand man, I support the association La Fourmilière in its structuring and development on a national scale.

Carrefour is a multinational generating 79 billion euros worldwide in 2020. The Organic Market generates 2.7 billion euros for the group. I was able to experience life in the head office and in the shops. I was in charge of conducting visits in Carrefour hypermarkets and supermarkets to improve the management of organic products in shops. I created the necessary tools to carry out these visits and I was able to exchange with many people in the shops to create a relationship between them and the head office. My observations fed into the projects on which I wanted the organic market to work on at the head office: flow management, human organisation in the shop, education on bulk products, etc. In total, I visited 60 hypermarkets and 30 markets throughout France. In partnership with the manager of the organic market, we worked at the head office on the organisation of organic committees, the creation of an organic monthly report, the organisation of panel discussions and consumer surveys. I was also able to work on formalising and presenting our strategic recommendations for the organic market in 2021. My shop visits fed into the organic Comex of the fourth quarter of 2020 for Carrefour France, Hypermarkets and Markets. Thanks to Swanny Lorfanfant, I was able to understand how a multinational works and to meet many people with eco-responsible projects and plans to increase the proportion of organic products sold at Carrefour.

Dejbox is a startup created in the Lille region and established in Bordeaux since January 2018, which delivers prepared meals to the office. Within the Bordeaux team, I was in charge of the offer and stock management. Supply management involves being in contact with all the company's suppliers to optimise our purchases according to stocks and sales forecasts. The aim is to minimise losses while managing them as well as possible when they are unavoidable: by distributing them to employees and to the food bank in particular. Each week I had to decide how many dishes and desserts to plan for the next week, based on the sales of the previous weeks, which I had gathered in an Excel spreadsheet. The analysis of the sales allowed me to make a forecast of all the dishes and desserts to be ordered according to the number of customers we thought we would have and to present my conclusions to the manager. These forecasts were useful in anticipating the orders for early September. In addition, I had to keep the website up to date so that all the dishes we had in stock were listed, while managing the occasional stock shortages directly with the customers. Finally, I had to check deliveries and invoices from our suppliers, and deal with payment problems: for example, when customers' meal tickets were given to delivery men without names. From time to time, I went out into the field to better understand what was working and what was causing problems, while listening to our delivery people who are essential as they represent the company to the customers on a daily basis. The biggest lesson I've learned is to have a win-win relationship with the company's stakeholders. You just have to listen to the bright ideas of the delivery people to improve the startup.

A one-month internship as a guide-counsellor during which I understood the importance of customer relations and the rigorous management of a shop. I also learnt about the job of a sales assistant, the management of the cash desk and weekly deliveries.