Emese Ferenczy

Leading over 50 business managers across Contemporary Beauty, Classic and Skin brands

Established a service-first culture, achieving customer satisfaction above 80. (5 team member out of 11 has been winners for the Extraordinary People Club from my areas within the whole business.2 out of 10 members were Extraordinary People Awards finalists for 2024)

Oversaw accountability for KPIs across departments, ensuring alignment on performance and service standards.

Cultivated relationships with senior leaders at L'Oreal, Estee Lauder, and Charlotte Tilbury to inform quarterly strategies.

Conducted weekly commercial walks with stakeholders to evaluate and enhance operational performance.

Mentored Beauty Department Managers, providing guidance and modelling best practices.

Delivered business briefs to Division two to three times weekly, focusing on performance actions.

Implemented strategies that contributed to reduced stock loss across multiple brands.

Managed a team of 30 in a high-volume contemporary fashion environment.

Conducted weekly walkthroughs with senior stakeholders to enhance sales performance.

Collaborated with visual merchandising to facilitate floor moves and commercial initiatives.

Focused on talent retention through individual coaching and mentorship programmes.

Held regular one-on-one sessions to promote accountability and career progression.

Partnered with HR to support employee relations cases across the division.

Contributed to recruitment processes for the entire division.

In less than a year significantly reduced stock-loss for the department (from number 1 to 23rd within the whole business)

Led 80 team members within Body Studio, looking after Hosiery, Lounge, Swim, and Activewear departments.

Planned floor schedules to ensure optimal staffing levels.

Processed payroll efficiently for entire studio operations.

Conducted regular one-to-one meetings to support team development and progression.

Collaborated with high-volume brands including CK, Adanola, Hunza-G, and Skims.

Served as floor lead for Women's Division to enhance customer experience.

Participated in launching new Sun and Swim and Skims departments.

Coordinated effectively with B&M team for replenishment across all departments.

Worked closely with the Inventory team and Online fulfilment during the pandemic.

- Being involved of the new opening of the Flagship store at Oxford street (store set up, recruitment, training) - Managing the women`s floor: leading and developing my team. Demonstrate sales leadership by playing an active role on the sales floor and ensuring the highest service quality and promotion of customer loyalty (my department reached 90-100% with the mystery shopper) - driving women`s mix to reach their target - Regular feedback to our product department about the products and our customers’ needs, also feedback to our buyers.

- Responsible for the development of the team and succession planning - Delivering excellent customer service - Driving the KPIs include; Conversion, ATV, ATU denim mix and sales targets, - VM - ensure the store is merchandised according to guidelines, checking best and worst sellers - Oversee all departments-managing 25 Brand Ambassadors - Responsible for recruitment ( Brand Ambassadors, and Managers) - Conduct reviews, regular catch ups with staff and appraisals to monitor performance and feedback - Organize and prioritize the day – floor walks, floor rotas in place so all zones are covered at all times - Briefs – brief the team daily with regards to store performance for the week, targets for the day, motivate the team and discuss any other relevant info needed

- Responsible for the development of the team - Driving, monitoring sales targets - Oversee all departments-managing 45-50 members of staff - Recruitment of new staff, regular communication with the recruitment center, supporting them with other brands recruitments - Stock package – liaise with Head office in Spain in order to ensure we have the correct stock package that reflects the English market - Managing the budget of hours in the store effectively. - Conduct reviews with staff and appraisals to monitor performance and feedback - Training – one-2-one and also conduct group training sessions - Keep stock loss to a minimum (in 2012 my store was awarded to be 3rd best in stock loss from all Inditex Group in the UK

Same as above in a smaller scale.

Successfully promoted four team members to supervisory and management positions.
Managed a staff of 32, ensuring high performance and cohesion.
Trained new managers from various countries on effective leadership practices.

Led recruitment efforts for new stores, coordinating group interviews for all staff.
Implemented comprehensive training plans to develop team capabilities.
Facilitated effective communication with product manager and HR for smooth store openings.
Spent initial months mentoring staff and enhancing training programmes.
Executed responsibilities of third manager role on a larger scale, ensuring operational excellence.
Gained confidence and expanded capabilities through increased responsibilities in this position.

Managed operations in high-demand flagship store on Oxford Street, maintaining rigorous standards.
Utilised PDA for stock orders, enhancing commercial awareness and boosting sales.
Supervised approximately 50 staff members, ensuring timely completion of rotas and appraisals.
Mentored trainee managers, identifying strengths and weaknesses to foster professional growth.
Provided support to international Bershka locations, including Hungary, Ireland, and Russia.
Collaborated with international manager to address challenges while achieving rewarding outcomes.