Petrut STOICA

-Operate across a wide variety of services such as business strategy, marketing, financial and management controls, human resources, information technology, e-business and operations, and supply-chain management -Carrying out research and data collection to understand the organisation; -Conducting analysis -Interviewing client's employees, management team and other stakeholder -Running focus groups and facilitating workshops -Preparing business proposals/presentations

- 100 Orange dealer telecom shops under the name SAY - Taking over the reorganization of the company - Completelly redefinition of organigram up to the shop level - Redefinition of all the company flows - Achieving Orange target after 6 months - Renegociation of the rent with all the location owners - Applying a strong Cost Killing policy in all the departments starting with the top management

- Reorganization of the company after loosing the sole Samsung distribution agreement - Reorganization of the Samsung authorised after sales service lab due to decreasing of volumes

Taking over the reorganization of the company. - Reengineering of whole distribution of the owned magazines and sales concept. - Recreating of the sales and distribution departments with new dedicated people as a team. - Spliting the activity of the company in centers of profit. Developing new domains of activity linked with the core business of the company - editing magazines. - Training of the people. Developing the culture of the company based on the past activity, present and future oportunities

- Creation of strategy, follow the execution of it and coaching the Board members. - Prioritization of resources within the targets. - Planning and implementing effective resourcing of the project together with Board of Directors using dedicated and shared resources. - Run all the cases with the team by empowering, coaching and monitoring the operation. - Create and continuously develop the management and planning process. - Opening shops following the created concept.

Management of the company, organizing the sales and marketing activities in the accounts: - Leading of the Board of Directors, putting in place the distribution strategy - Creation of the sales and distribution strategy accordingly with the yearly budget for Key Account and Small Account Departments, follow the execution of it and coaching the sales team . - Prioritization of resources and sales opportunities within the target accounts. - Planning and implementing the budgets

- Fast growing of the company to arrive at a critical mass - Acquisition of Goldstern and AGS Telecom, Orange and Vodafone dealer, totally of over 100 shops – involved in all due diligences for acquisitions, together with Delloite Romania - Rebranding and refurbishing of all the Goldstern shops - Staff training for all the new and existing people to run well the after acquisition

- Intensive training of direct sales representatives mainly - Rebranding of all our shops in Internity from GlobalNET, new retail concept - Changing the operator, from Connex to Dialog, beginning of 2002 - From the first Connex dealer to the second Dialog dealer, better conditions - Negociations for the best position in each commercial center in construction - Selling of the service division – CIRMA today

- Beginning of changing of our retail chain after the french model - Know how of using the fact that we started to be powerful as a subsidiary of a strong international group. - Access to the central warehouse of the group and credit line from the same entity - For me, as sales and marketing manager, it gave the opportunity to build very good offers for the romanian market - Leading of all the sales team of the company, both direct and indirect departments. - Developing of monthly event for our custome

- Signing the most important contracts with our customers, resellers, dealers and subdealers. - Opening of the first 5 shops of the company, GlobalNET at that time - Defining the layout of the shop and the main customer oriented procedures, very important at that time. - Starting the stock management program - Starting the internal training programs with the new employees.

- Overreaching with 100% of the budget - Creating the structure of Avenir Telecom Distribution Department - I developed the starting accessories business KIT for our resellers and dealers - I developed the blister for our range of accessories

Creation and developing of Street Lighting Department in the Group. Making the contact with all the important City Halls all over the country Creation of the yearly budget