Stephan Weis

Consumer Beauty Division, Member of the D/A/CH lead team, official officer, heading 4 various operations, 22 people, ca. 1,5 Mio EUR budget. Forged one team after the merger with P&G specialty beauty, ensuring business continuity. Introduced “Perfect Store” program to German market.

Member of the DACHBEN lead team, official officer, responsible for Luxury and Consumer division, heading 4 various operations, 30 people, ca. 5,0 Mio EUR budget. Secured flawless transition without any business disruptions after the “One Coty” merger. Key role in the taskforce for the P&G merger.

Prestige Division, Member of the local lead team, heading 5 various operations, 21 people, ca. 4,5 Mio EUR budget. Significantly increased visibility for promotions at POS and successfully implemented XMAS animations to gain sell-out and market shares.

Managing 11 Coty Prestige Counter doors in Karstadt and Kaufhof department stores with 21 people, 7 Mio. EUR sell-out turnover and 150 kEUR Budget. Achieved over-proportional growth in the doors since take-over in June 2011. Hired new staff members and reorganized existing teams.

Building up relationships with all 17 Douglas organizations outside Germany. Coty Sales evolutions with Douglas constantly outperforming national averages (by min. 5%pts). Negotiated and implemented international commercial contract for countries with Export business model. Improved profitability for Coty Prestige business with Douglas by 2.1 Mio. €.

Implemented international overrider in 25 countries, significantly improved turnover (+14% vs. previous year) and successfully prevented requests for price differences of more than 4 Mio. €.

Built up the structure of 4 Category Managers plus 1 Trainee for all “hair” categories (>50% of total L´Oréal business in Germany). Successful project management and selling to senior executives in German retail companies significantly improved L´Oréal distribution on German market. Lead the department from Oct ’04 until Jul ’05.

Insured profitable growth for a young and fast growing business unit. Revised allowance structures and developed customer P&L approach. Increased profit for color cosmetics business by revising the distribution policy (closed 400 unprofitable doors).