HELEN WILBOURNE GALIN

·· Negotiation, realisation, results presentation client projects. Client base including: Philips, JVC, Cadbury, Nivea.. Ø Annual T/O + 26% since 2001. Systematically exceeding objectifs (new and existing accounts) due to a personal strategy of developping client/team partnerships. Instore-demonstrations >12000 days/year, merchandising >63000 hrs/year, man-management of 6 sales managers. Ø Successfully reducing personnel issues (absenteisme etc) to 6,11% yearly average (country average – 7,97%) and reduc

·· Part of senior management team fully accountable for strategic development National Accounts achieving final year-on-year t/o growth of 19% (£26M). Ø Post vacant for 6 months – initially restructuring national accounts, pricing/tenders and sales support teams. Mid ’99 successfully integrating telesales, customer services - total 28 personnel. Ø Renegotiating top 5 menaced accounts, annual t/o in excess of £4M equally increasing margin by minimum 3 points/account. Client base: Times Top 100, Government

·· Creation post – initially restructuring leisure sales department, may ‘97 integrating key accounts and hotel sales teams. In ’98 integrating telesales team and developping (product/tarifs/recruitment) local sales team – total 43 personnel. Ø Maintaining full P&L accountability achieving final year-on-year t/o growth of 23%. (£39M) Ø Head of leisure sales incentive project (Maritz agency) – result 28,804 incremental rentals via programme. Ø Representing Hertz UK on monthly european work projects comm

·· Running large scale contract and tatctical operations from initial client briefing, costing, set up, operation management to results presentation. Client base including BA, P & O (increasing account value to £1M), Kodak, Hertz (prospect account £1M) Sensormatic (prospect account £200K), Europcar, Disney.. Ø Successfully restructuring P & O European Ferries and Europcar accounts thus increasing monthly incremental revenue and margin. Ø Defining, implementing team objectives and performances indicators.

·· Maintaining existing business and developing new business within the Travel Industry and Public Sectors. Ø Key focus – building and optimising customer relations at all levels: customer care, sales training (product and GDS), key account management, team building, marketing, senior management/MD level negotiations, budget forecasting and control, promotions and educational trips UK and Europe. Ø Supervising activity of out-sourced sales force in leisure travel agent outlets. Ø Head-hunted by FMCG.

Tourism