Marien Jomier

- End to end P&L responsability for Tier/dott second largest division: 4 countries, 400 employees, 40 000 vehicles and 70M€ TO. - Define local, country & regional strategy from the daily routines to the C-level reporting. - Structure and support local teams to deliver best possible profitablity levels. - Organise, structure and manage the transitioning from 2 different companies into 1 for my area (redundancy, motivation, city closing, marketing & HR alignement, safety standards...) - Manage internal stakeholder to align regional and global strategy/challenges. - Navigate external stakeholder such as politics or journalists to support and defend the company and the sector interests.

- End to end P&L responsability of Dott MVP region (France-UK-Belgium) - Saved 500k€ yearly with introduction of Cargo bikes operations in Brussles only. - Rationalise footprint to secure company profitability (Market closure, business reorganisation, transition lanagement) - HR, Legal & Marketing Management - Prepare the team for potential merger.

- End to end P&L for Dott historical market (1st launched) - From market leader in Brussels to Market leader in the country, #city operated, #fleet deployed, # rides. - Creation of a strong team to build foundation of #1 resilient market at Dott. - Developing new operations strategy with a second warehouse in Brussels and the addition of 1000 bikes in the city. - Be the face and voice of Shared mobility industry in Belgium. - HR, Legal & Marketing Management

- Natural evolution of city manager roles - End to End P&L for Belgium. - First new cities opening in Wallonia - Public policy management - Marketing and partnership strategy supervision.

Build everything from scratch. - Routines - Warehouse, maintenance & street operations SOP - Learn from the team to deliver better possible outcome - Survive Covid while taking the strong decision to remain active during the pandemic and come out as market leader.

Skills: Gestion des risques opérationnels · Relation client · Sens de l’organisation

My position consist in making the stores under my responsability as profitable, healthy and durable as possible. This happens with : - Team Management : recrutement, forecast of needs, follow up and control of the integration process. - Training : Share of knowledge, information, training on tools & process (orders, cashier, inventory ...) - Follow up of legal work restriction and company rules - Reaching the objectives set for each store : inventory, productivity, losses, missing items, out of stock, turnover. - Implementation of commercial strategy : merchandising, welcome quality, no out of stock. Alone that is impossible task, my main job was to motivate, challenge and help my team growing up in order to reach together our joined objectives. I had up to 5 stores and currently manage 2 stores with a total of 30 team member and a turnover of 12.5M yearly.

Main entry point from Lidl International regarding the coordination of the 3 project warehouses on all ordering topics and responsible for a team of 7 splited in 2 functions : 1- Reception, adjustement, implementation and follow up of all international process. Redaction, implementation and follow up of national process. 2 - Analyses and follow up of the "Product Manager" (Ordering Manager in each DC, team of 5) We studied all main ratios, identified local challenges, offered & implementated solutions in order to assist these teams in improving their performance on the problematic ratios. Both missions were complementary as both faces of the same job : The Product Manager

- Déploiement de la gamme "Pain" dans l'ensemble des magasins Lidl en France. Validation des budgets, des procédures, de la gamme ainsi que de l'ensemble des process. - Déploiement d'un logiciel d'ajustement des commandes magasins sur l'ensemble des bases logistiques Lidl. Mise à disposition d'un support pour la commande des magasins (Fruits/légumes et Viandes/volailles), pour la préparation des plans de cuisson (Pain) et d'un contrôle des commandes magasins en entrepôt.