Rafał Węgrzyn

We develop a new brand of PC accessories in the Polish market. Our main goal is to deliver to customers good quality products at the competitive prices.

My main goal is developing offer in line with the long-term development strategy of the company. I work directly with the most important business partners MGM, like for example Microsoft, Samsung, HP. Together with them prepare plans introduction of new product lines.

Commercial-Operating Division Director
My duties include management of the Product Department, Commercial Department (SMB and retail) also direct supervision and management of the Operating Division, including company stock and logistics.
I was responsible include management of the Product Department, Commercial Department (SMB and retail) also direct supervision and management of the Operating Division, including company stock and logistics.
I cooperated with six people of management who was responsible for individual departments. An important part of my job was partnership with the Marketing Department including but not limited to: establishing long-term marketing plans for each group of partners, planning seasonal promotions.

2001-10 to 2002-11 Warsaw Branch Director
2002-11 to 2006-11 Sales Director, when I started to work as the Sales Director, AB S.A. has a multi-branch structure (7 branches of the company throughout Poland). The process of changes to arrange the corporate structure in order was initiated by my separation of four main customer groups from the customer base, i.e.: SMB, SUB-DIS, RETAIL, ENTERPRISE. The change enable proper development of the commercial department and better adjustment of teams responsible for individual markets to Customers’ specifics.
Another important project I dealt with was development of the CRM system: owing to the CRM system, we managed to increase effectiveness of work of the Commercial Department and use target management better and more effectively.
The increase of corporate sales was greatly influenced by the dynamic development of sales in the ENTERPRICE channel; the department responsible for cooperation with Partners of the profile was created from scratch; in only six months, we managed to start cooperation with over thirty largest integrators operating on the Polish market.
Another important change I have made was to transform the multi-branch structure of sales in a solid structure.
To make the change without negative side effects, such as termination of cooperation with key partners of the company or loss of some customer base, I designed and described a very precise and multi-element scenario of multi-branch structure transformation.
Based on my project, the Commercial Department SMB (division of Grupa Handlowa SMB into teams operating in 4 main macroregions of Poland) structure was transformed and data communication infrastructure with the CRM system were modernised.
With satisfaction, I can say that de-centralisation of the Commercial Department of the company resulted in further increase in sales.