Rupal Patel

Core Accountability:

• Leading and mentoring a team of 8 in Merchandising, across an extensive and diverse portfolio of Accessories that included 15 Categories (inc private label) and150 brands across 3 channels.
• As part of organisational change in buying and merchandising, moving areas to look after widest assortment in the new Premium portfolio, 20% share and identified as growth leaver for portfolio at double digit, consisting of 132 brands, 5 units and team of 8.
• Key account partnerships- Nike, Apple, Marshall, Gucci, Casio, PVH, The North face, Kering, Luxottica, Samsøe Samsøe, Coach, Swarovski, Coccinelle and Marimekko.
• Creating and Implementing key frameworks in order to scale the business accordingly, for all in merchandising and buying, whilst planning, communicating and delivering group strategies.

Key Results:

• Onboarding and Leading Apple
• Scaling up- Responding to changes in consumer demand pre and post pandemic, necessitated rebalancing the entire portfolio due to avg spend.
• Reallocated team responsibilities by utilising Pareto principle and growth, setting more specific high-impact objectives to drive efficacy and results, in business and people.
• Opportunities in France by providing a wider range of bags assortment, whilst managing fraud in tech, we were able to capitalize on opportunities and drive the country to become our second-highest growth country at 19% in AW22 with additional +3.7% point increase in Profit.
• 2022 resulting in softer growth of +9% YOY due to unfavourable economic factors but still driving additional +1.5%ppts YOY in Profit (tech margins new YOY to portfolio), while maintaining flat stock levels.
• Contemporary Cluster, devising new strategy due organisational change, resulting in new portfolio and team, reviewing high impact high touch approach, key partner alignments, pricing strategy, customer segments, revising Budgets and moving resources in cluster to deliver.
• Team QTR Pulse check, whilst managing a new team and a voluntary leave programme, I managed to over index vs peers in the portfolio in 3 key pillars of Engagement, Drive for Impact and Support and balance. In my team, we solve problems that are important for our customers”, +18pts
• RTW overstock, quickly identifying most impactful and efficient brands along with Buying Head and negotiated 800K in MD support and Returns, resulting in -11% stocks YOY (FC +30%).
• AW22 NMV -11% YOY, whilst driving PCII growth +2.2%pts YOY, from -13% budget. Achieved by investment of OTB in high PCII and trending areas such Bags, Sunglasses and NOS.

• Over 4.5 years, managing 6 units of which 3 areas key strategy was onboarding new brands, overseeing 2 clusters during maternity cover, +100 brands per unit, across 15 CGs, monitoring 3 channels, achieving 2 promotions in this time.
• On average net sales increased 40% YOY. Contributing to Accessories being the highest growth area in Zalando 2022.

• Sneakers – Managing top to toe buying for the company across all genders top accounts Nike and Adidas.
• Jewellery - Managed a highly trend-driven unit, resulting in +27% YOY and 20% reduction in stock holding.
• Clothing- Responsible for the first bridesmaid and bridal range strategy, complete ownership and accountability in partnership with Senior Assistant Buyer

• Argos - Launched Kids Clothing, developing and improving underperforming areas with high market potential such as Health and Beauty, Ladies and Men's Gifts. Identified and completed “High Potential” Leadership program after 6 months of employment.
• Homebase - Paint accounting for 30% of business turnover.

• Home Utilities & Pet Accessories - Yearly business +£150M sales
• Everyday Greeting Cards, Christmas Crackers, Seasonal, Single and Boxed Cards - Yearly business +£250M sales