Carlo Galimberti

• Vinoselección has a 32M Euro turnover. It is the leading company in Spain, specialized in distance selling of premium wines.
• My contribution over the years has been a more professionalized company, introducing ESG concepts, and implementing good governance along with external board members.
• Relationships with investors to maximize shareholder value.
• New market opportunities and potential partnerships.
• Business operations through new process development and strategic planning.
• Improvement within existing processes or procedures; developed solutions accordingly.
• Closing of underperforming businesses.
• Developement of marketing campaigns that increased brand awareness among target audiences.
• Reviewing of operating results of divisions on regular basis and took corrective action when necessary.
• Analysis of financial data to ensure accuracy of budgeting process and forecast potential risks or opportunities for improvement.
• Creation of an environment that fostered innovation while maintaining operational excellence within all departments.

• Launching and managing of new and old wine clubs abroad.
• Coordination and growth of the business outside Spain: United Kingdom, Germany, Holland, France, Peru, and Brazil (Sociedade da Mesa Wine Club)
• Implementation of operational improvements, Management Control, Finance, Planning, and Marketing focused on the results.
• Better communication between teams located in different countries.
• Implementation of policies and procedures related to compliance with local laws in all operating countries.
• Bringing the teams together, to foster contacts, experiences, knowledge and accurate understanding of the needs in each market.
• Analysis of customer feedback from different regions to identify areas for improvement in products and services offered by the company.
• Management of overseas personnel, including recruitment, training, performance reviews, and salary negotiations.
• Relationships with foreign partners by regularly exchanging information regarding business activities.
• I coordinated between departments to ensure timely completion of international projects.
• Partnerships with foreign companies to facilitate global expansion efforts.
• Other achievements: Creation, proposal and Implementation of a hard strategic plan, including new openings and closures of non profitable areas.

• Coordination of the growth of the different wine clubs with specific medium and long-term projects, such as information and data sharing, common purchasing policy, cost analysis, common stock operations, image identity, new third-party deals
• Work close to our teams in Argentina, Uruguay, Brazil, Canada, Italy
• Technical support during rolling out phase of international projects.
• Identification of opportunities for process improvement through analysis of project data from various countries.
• Monitoring of project performance metrics and reported status updates.
• Analyis of customer requirements and developed solutions accordingly.
• Alignment of projects with organizational goals and strategic initiatives.

Achievements: Successful projects, involving multiple layers of staff, work culture and difficulty.

As head of mission in Uruguay for our local Wine Club, I was in charge of managing the business:

• Long and frequent stays in the country.
• Focus on crafting the necessary tools to better control the logistics, the online marketing and the general awareness of the club.
• Reducing expenditures, resizing of the business and profitability.
• Leadership during times of organizational change or crisis situations.

• As a Projects Manager I had the opportunity to build a solid experience implementing large and small actions and programs in key areas of the company: Logistics: reduction of the lead time and adaptation to the new requirements of the recently launched food offer.
• Marketing: launch of new products as well as increasing the sales of existing products.
• Coordination of the international teams on specific actions such as: rolling out of the marketing plan, setting the KPI's, common report documents
• I also had parallel projects aimed at enhancing the Brand Awareness.
• Public Relations: I created and managed a team of up to 5 people over 5 year.s
• Wine related activities: launch of disruptive and efficient large-scale marketing actions such as the Día del Vino (we managed to push up to 30.000 people to visit the wineries once a year and for 10 consecutive years).
• The Tren del Vino: (Wine Train) an exclusive one-day wine route from the capital in specially assembled old wagons.
• This included visits to museum, dinner and shows for over 300 passengers.
• The Wine Night: up to 3000 young adults gathered in a very unusual and specially decorated place.