Carsten Roese

Strategic & operational implementation

• Establishment and expansion of sales controlling for the entire sales department
• Definition, integration and positioning of sales controlling within the entire sales organization
• Defining KPIs
• Building sales controlling with reporting and KPI structure
• Developing reporting for management and the board
• Creating deep dive analyses
• Analysis and support of operational sales
• Strategic planning, design and development of measures to control the entire sales organization and significantly increase overall performance
• Identifying deviations in specialist departments. Proactive support and initiation of corrective measures
• Setting up and actively supporting the head of department
• Implementation of stakeholder management
• Planning procurement volumes for electricity and gas
• Financial planning
• Budget planning and monitoring
• Monitoring the profitability of sales
• Introduction and setup of new analysis tools (e.g. Power BI; InfoZoom)
• Reporting to sales management and executive management (board)

Consulting & project management for sales

• Review and optimization of agency contracts
• Review and optimization of sales agent contracts
• Creation of new contracts and commission model for sales partners / agencies
• Product development in collaboration with marketing and product
• Business plan creation for 2023 & 2024
• Defining KPIs and their implementation & compliance
• Planning & implementation of ramp-up or reactivation of B2B – B2C sales after the Corona & energy crisis
• Sales agent agencies
• Portals
• Distributors
• Organic sales
• Building cross-selling partners (e.g. energy & telecom)
• Product & commission calculation
• Preparation of total D2D budget 2023 & 2024
• Negotiation with existing and new sales agencies
• Acquisition of new sales partners
• Control of D2D sales, portals and agencies B2B & B2C
• Annual meetings including contract negotiations and planning
• Sales agencies
• Sales agent agencies
• Suppliers
• Onboarding and handover of responsibilities to new colleagues / team
• Internal & external interface
• Collaboration and performance monitoring of agencies
• Contact person & responsible for all sales partners
• Review and optimization or creation of processes
• Internal and external training
• Expansion of sales into new regions & channels
• Development of new sales channels and partnerships & cross-selling
• Reporting to management
• Setup & tracking monitoring
• Total budget – D2D and B2B channels
• Order intake
• Target vs. actual comparisons
• Target achievements
• Costs and special measures
• Existing customers
• New customers
• Sales partners
• Competitors
• Campaigns / A-B testing of campaigns / products
• Partnerships
• Analyses & measures
• Return on sales
• Order intake / channels / personas etc.
• Legacy contracts
• Churn rate // countermeasures
• Customer journey
• Customer recovery - cancellation prevention
• Securing GV status
• Competitors

• End-to-end cluster planning
• Budget planning and controlling
• Full responsibility and management of the clusters
• Responsible for 5 expansion areas and their project managers
• Shareholder management
• Liaison with municipalities and mayors
• Management of external service providers
• Management of external sales agencies
• Planning new expansion areas as project manager
• Training and presentations on fiber rollout
• Expanding and improving processes
• Strategic and operational planning (cluster - PM)
• Construction support and densification
• Management of marketing activities
• Competitive monitoring
• Coordinator
• Sales activities / contact with housing industry
• Monitoring
• Reporting

• Building various sales channels
• Finding new sales partners at all levels
• Managing and developing sales agencies
• Managing all B2B and reseller sales channels
• Internal and external training
• Optimizing and creating processes
• Managing and coordinating external partners
• Creating and managing sales campaigns
• Sales management
• New customer management and acquisition
• Managing promoters and sales representatives
• Expanding national and Europe-wide sales
• Finding and integrating new sales channels and partners
• Managing the call center
• Interface management
• 1st and 2nd management level

Agile Coach

Agile Coach

• Creating and implementing corona ramp-down for personal sales
• Corona crisis management for sales
• Strategy planning and implementation of ramp-down & ramp-up (Corona crisis) for personal sales
• Crisis management – finding a way out of the crisis
• Project to consolidate sales channels
• Managing and further developing sales agencies
• Managing and further developing shop systems
• Managing the personal sales channel D2D / B2C
• Training internal and external staff
• Digitization of sales
• Creating a requirements specification
• Legal review (e.g., contactless contract conclusion)
• Searching for sales software and CRM
• Testing
• Training
• Rollout
• Optimizing and creating processes
• Managing and steering external partners
• Creating & managing sales measures (campaigns)
• Sales management
• New customer management
• Managing promoters and sales representatives
• Expansion of nationwide personal sales D2D / B2C
• Finding and onboarding new sales channels & partners
• Channel management
• Interface management
• New customer acquisition
• Various participation in agile projects (EnBW, ODR & Yellow)
• E-mobility (various projects)
• Customer acquisition B2B & B2C
• Strategy development
• Handling customer complaints
• Transition to agile work
• Campaigns for existing customers
• Campaigns for new customers
• Actively supporting the agile transformation
• Actively participating and implementing new agile environment
• 1st & 2nd management level

• Recruitment including training and employee coaching (sales agents)
• Sales and profit planning
• Personnel responsibility: 26 employees
• 2nd management level

• Sales setup, management and controlling worldwide
• Building and developing a brand with the goal of optimized market penetration
• Recruitment and development including training and coaching employees (sales agents)
• Sales and profit planning
• Sales digitization
• Key account management B2B
• Competitor monitoring
• Personnel responsibility: 8 employees
• 1st management level

• Introduction and implementation of a new POS system
• Restructuring, management and training of subcontractors
• Staff management and development (including training)
• Annual and restructuring meetings with key account customers
• Key account management
• Personnel planning
• POS remodeling planning & implementation by subcontractors
• Complaint management
• Implementation of sales and POS promotions
• Revenue responsibility: €10 million
• Personnel responsibility: 28 employees
• 2nd management level

• Strategic realignment and redesign of the museum and factory outlet
• Developed a 3-year action plan for revenue & visitor numbers, marketing activities, and exhibition and event planning
• Performed staff evaluations and training and development
• Optimized costs and product assortment
• Promoted collaboration with the city and retailers
• Redesigned the point-of-sale area and museum
• Worked closely with the board and owners
• Planned and implemented sales, event, and marketing activities
• Optimized internal and external processes
• Responsible for revenue and earnings
• Purchasing
• First management level
• Managed 24 employees

• Built and restructured the sales and distribution organization
• Led the inside and outside sales teams
• Managed key account customers
• Acquired new B2B customers and purchasing associations
• Conducted negotiations on terms, listings, promotions, and annual agreements
• Designed and implemented marketing activities aimed at improving market penetration
• Managed 18 employees
• Second management level

• Revenue responsibility: €20M
• Staff responsibility: 15 employees

• Managing key accounts and central offices

• Managed a grocery store with 30 employees