Experience

VEIKA

• Lithuania
• Printing Services
• 1 - 100 Employee

• Head of Business Development

  • Dec 2015 - Present

  One of the most interesting professional challenges during my professional career – how to make two new technologies known and commercially successful worldwide? The leading of sales and marketing teams requires the usage of all collected knowledge and experience. ECODECO – eco-friendly wallpaper category (www.ecodecowallpaper.com) I participated in preparation and implementation of strategy on how to expand the eco-friendly technology ecodeco in wallpaper industry around the world. Together with the team I created and launched a new wallpaper category, which will replace plasticized PCV (vinyl) wallpapers (https://youtu.be/3th99941GCY). My tasks included dealing with all stakeholders - wallpaper producers, designers, retailers, shoppers –a key to making this new technology attractive to customers and successful commercially. Unique digital printing technology DIMENSE (www.dimense.com) I participate in developing sales and marketing strategy, as well as in defining technical and commercial roadmaps for DIMENSE technology. I am leading a sales team which successfully created a distribution network around the world: Europe, US, Canada, Japan, Australia, Middle East, etc. Multinational and multicultural partnerships allow me to better understand different business cultures and the cooperation aspects in different countries.



TEO LT, AB (TELIA group)

• Lithuania

• Head of Marketing Division (B2B)

  • Jun 2014 - Sep 2015

  Leading a team of 24 people during the company’s transition from a traditional to new generation Telco company. Main responsibilities: - Participation in creation of B2B strategy; - Implementation of marketing strategy; - Working in the steering committees. During this time I had to renew and transform marketing team, which ran two main functions: - Customer segmentation and offering: identification of customer segments, preparing service packages according to their needs; - Creation and development of products & services portfolio: analysis and update of every service or product (targeting, pricing, selection of promotion channels);



Libretik group

• Belarus

• Deputy director of commerce

  • Dec 2012 - Mar 2014

  Libretik group is a fast growing, top-5 retailer operating in Belarus market. (www.sosedi.by) The main goal was development and coaching of commercial department: increase in the department’s effectiveness and commercial indicators. During this period was created directly responsible analitical department (forecasting, planning, analyses) and were integrated some business intelligence tools. Implementation of assortment management (CatMan), negotiation with the biggest suppliers have allowed to increase profitability in different categories significantly. Part of this time I was member of council of retailers' association in Belarus.



Nedro, UAB

• CEO, Co-founder

  • Jan 2011 - Jan 2013

  The role of the CEO, and co-founder, even in a small company, demands the highest level of responsibility. The development of the business management tool for farmers (www.ifarmer.eu) required the belief in the idea, great skills of multitasking, and creative energy. The portal is launched and for sale. Introduction of new products into very complicated and massive Russian market lead me to feel more self-confident. The role of the CEO, and co-founder, even in a small company, demands the highest level of responsibility. The development of the business management tool for farmers (www.ifarmer.eu) required the belief in the idea, great skills of multitasking, and creative energy. The portal is launched and for sale. Introduction of new products into very complicated and massive Russian market lead me to feel more self-confident.



Litagros prekyba

• Lithuania
• Wholesale
• 1 - 100 Employee

• Sales Director

  • Feb 2010 - Jan 2011

  Agricultural industry has room for modification and implementation of most commonly used tools and methods from other industries. Such integrations shall be handled cautiously. The most important aspects to pay attention in agricultural industry are the seasonality and the conservative nature of customers, which leads to slow implementation of changes. Agricultural industry has room for modification and implementation of most commonly used tools and methods from other industries. Such integrations shall be handled cautiously. The most important aspects to pay attention in agricultural industry are the seasonality and the conservative nature of customers, which leads to slow implementation of changes.



UAB Švyturys - Utenos alus (Carlsberg group)

• Lithuania

• Manager Off-premise

  • May 2008 - Dec 2009

  The summary of this experience – FMCG is a business area necessary for everyone who wants to reach senior management positions and be successful in different industries. In this business details are king. The main difference between FMCG and B2B is that while FMCG has many different interacting aspects and is quickly changing (horizontal focus), B2B is focused into few key aspects, but in depth (vertical). To succeed in FMCG one must be strong in managing the complexity of products portfolio, detailed planning and forecasting; be able to make decisions quick, react fast and be comfortable in competitive environment. On the other hand, the success of Svyturys partnership program that I have created and developed is a good example that loyalty and trust of customers can be accomplished with B2B methods as well.



Eurocom UAB

• Lithuania

• Head of Commerce

  • Aug 2005 - May 2008

  Eurocom – MNVO in a very competitive market: in GSM area – TeliaSonera, TDC, Tele2; landline telecommunication area – TeliaSonera (with a share of market 97 %). Competing in this environment was an incredibly difficult but very interesting challenge for head of commerce. The main tasks were to create a sales strategy and successfully implement it; develop and implement customer loyalty programs; develop relationships with partners; lead the sales team, which included setting their goals and evaluating performances, coaching. Selecting the right target group and providing higher level of service were key aspects used to compensate for not flexible and dependent pricing policy.



Parex Asset Management UAB

• Lithuania

• Head of Sales

  • May 2004 - Aug 2005

  This was such a stage when new financial instruments started getting mainstream traction in Lithuania. The sales process of these instruments was complicated, although interesting. The main challenge that the market players faced was not to compete with each other, but rather to spread the knowledge about them. Fast growing assets and profitability, significant increases in the numbers of clients, successful implementation of new investment products were all a result of well built sales team and well selected sales strategy.