€10M, two accounts, one pandemic

Own the commercial performance of two strategic e-commerce accounts, Fashion Days in Eastern Europe (~€6M) and Namshi across the GCC (~€4M), more than €10M in combined annual consumer GMV, through COVID and supply-chain constraint, when supply, not demand, was usually the limit on growth.

I ran the accounts as small e-commerce businesses: forecast, assortment, pricing, promotions, merchandising, inventory priorities, trading calendar, account economics, negotiating assortment, promotional calendars, visibility and trading terms directly with the partner teams.

A weekly trading rhythm that broke performance down by account, market and category; every gap became an action, an owner and a follow-up. Scarce inventory deliberately reallocated toward the stronger-selling markets and categories instead of being split evenly. Promotions used surgically: targeted support for ageing stock (especially older smartwatch generations) while products still selling at full price stayed at full price.

Roughly 3% CAGR protected across the portfolio through the most constrained period the category has seen. The signature move: ageing smartwatch inventory liquidated through a gated private-sale outlet, recovering value and working capital for the new generation without broadcasting markdowns, protecting full-price positioning and partner relationships.

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