Francesco Vigiano

I led the RGM team. I have one direct report and I report into the RGM & Trade Marketing Director.

My role is to establish RGM in the UK, increasing net revenues, improving gross margin while growing volume and market share.

In Y1, I lead the agenda acting as RGM frontman and “doer”. My achievements:

- I developed a robust CPI to offset 2022 COGS keeping high GM, and marginal volume loss. I supported Sales team in the implementation of the CPI with retailers, working closely with Trade Marketing team

- I developed and implemented new tools for commercial cycle e.g. Price index vs competition, CPI Performance tracking reports. I also led the implementation of Global tools in the UK market.

- I led the E2E NPD Pricing process to ensure compliance vs targets.

In Y2, I embedded RGM Mindset across the Organization and upskilled key stakeholders. My achievements:

- I developed the first RGM operating model for Reckitt UK Hygiene. A blueprint, approved by Management team, indicating ways of working and areas will develop to strategically implement RGM in the mid-long term in the business.

- I upskilled Trade Marketing with tools and analytics to better take pricing decision (elasticities, price pack architecture, cross-switching matrix).

-I upskilled the Sales Account teams to increase account profitability by optimizing TI, improve Promotions, Assortment and Product Mix.

- I led a taskforce, with Sales, Supply, Trade and Global RGM Team, aimed at reducing heavy parallel import of products registered in Q1, in less than 4 months.

- I developed the NPD Pricing strategy implementing new RGM processes in the business.

Key Results

• Established a new model living in a specific framework for RGM to grow in the mid-long term for UK Reckitt Hygiene.
• Delivered a double-digit CPI to offset COGS increase which is on track for the 2023 profitability objectives.
• Upskilled Trade Marketing with projected profitability increase by 7-10% (est.) for 2024.
• Upskilled Sales account team with projected profitability increase of 2-5% for 2023.
• Mitigated grey volume issues avoiding further hit to 2023 P&L.

PMI is an American multinational tobacco company, with products sold in over 180 countries and a turnover above 110 billion USD. The company has recently decided to commercialize alternative to smoking products and it is going through a deep transformation, moving from a B2B to a B2C Company.

I join the Commercial Planning Department in the UK, reporting to Commercial Director and leading a team of 3 direct reports.

My role is to develop the Omni-Channel strategy, grow market share and net revenue while developing people in the business. Nevertheless, rightly after joining the business, I understand there is a lack of clarity about roles and responsibilities within the commercial departments. Main achievements:

- I lead a cross-functional project team to re-design roles and responsibilities for the whole commercial department (50+ stakeholders), with a RACI approach. I developed new processes, ways of working, and tools to increase communications across teams, break silos and increase collaboration.

- I designed and implemented the first Omni-channel strategy (5 channels involved) with specific targets and KPI for each channel.

- I developed and implemented the first IQOS Masterplan: a 12-month commercial calendar of B2C/B2B activities to be executed across channels, fitting each channel specificity while keeping an ‘Omni' meaningfulness for the consumer.

Key Results

• Significant increase in the speed of operations, reduction of reworks and increased collaboration across teams (less work “in silos”).
• IQOS market share doubled in less than 3 years, NPS growth from negative to above 20 (also represented by Trust Pilot feedback), GM kept flat in line with business targets.

Responsible for Acqua & Sapone (the biggest customer for P&G Italy). My role is to grow Shave care business, achieving Gross Sales, Net Rev and Market share targets. I report into the Channel Director and coordinate 2 Area Managers and 7 Key Account Managers.

Main responsibilities:

- P&L management of Gillette and Braun for the assigned customers (turnover >20m EUR).

- Implementing P&G commercial strategy; defining and managing yearly contracts/JBPs, assortment/promotions policies, strategic category reinventions

- Developing category management plans to grow ‘Personal Care' category, for both male and female segments.

- Defining volume/financial monthly forecasts for the Management

Key Results

• Gillette share growth +3.5% (value) in a declining market (ix 97), via strategic retailer's partnership activation and implementation of local JBPs.
• Implementation of Budget Optimization delivering 6% cost saving year-on-year.