Leo Petrov

CEO

Croatia20 yrs 10 mos experience

Highly Stable

Key Highlights

20 years of top management experience
Expert in business strategy and acquisition integration
Proven track record in company growth and restructuring

Stackforce AI infers this person is a strategic leader in retail and business management.

Contact

Skills

Core Skills

Business StrategyManagementAcquisition Integration

Other Skills

AnalysisBankingBudgetsBusiness AnalysisBusiness DevelopmentBusiness IntelligenceBusiness PlanningBusiness ProcessCRMChange ManagementCloud ComputingCompetitive AnalysisContract NegotiationCorporate FinanceEntrepreneurship

About

Wide range of knowledge, experience in different type of industries, working in different business environment, ownership structure and with different type of people. Understand very well prerequisits for company growth and success on long term and capable to create it so far. 20 years of top managment with extraordinary results. Enjoy to create new value and progress in every segment of business but also in private life and that is something what drives me further, my life philosophy, Japanese would say kaizen.

Experience

20 yrs 10 mos

Total Experience

4 yrs 4 mos

Average Tenure

Current Experience

Combis d.o.o.

Member of the Board

Jun 2008 – Apr 2016 · 7 yrs 10 mos

All business activities in company except sales, finance and accounting
One of main roles in preparation company for sales process (increasing working capital, decreasing costs, FTE, increasing software business, ebitda margin, issuing sales teaser, contact with potential buyers, negotiation, concluding deal)
Active role in adjustment to new company culture, standards, processes, way of thinking and doing business
Defining organization, installment of profit centers, defining scope of its business, responsibilities, incentive scheme and target letters for all employee, setting business plan for each year, monitoring achievement on daily basis, cash, receivables, inventory
Setting, monitoring and controlling subsidiaries in BiH, and Serbia
Manages all profit centers (300 people), management of internal efficiency, business processes optimization, business reporting, undertaking of corrective activities, coordination between business and administrative units within the company, process of babysitting with each new employer hired on executive or higher level, defining targets, time schedule and way of execution for him, process of searching for new employee, hiring, firing..
Creating all main processes and activities within company and controlling all main projects in terms on delivery on daily basis, customer satisfaction and internal efficiency on the market
Creating, controlling, leading, managing all other department in company like HR, logistic, Legal, Marketing, Project management office, Internal IT, Service desk...
Negotiation with the Union.......

Acquisition IntegrationBusiness StrategyBusiness PlanningTeam LeadershipManagement ConsultingSales Management+44

Konzum d.d.

Executive director for strategy and developement

Jan 2002 – Jan 2008 · 6 yrs · Zagreb, Sarajevo

October 2006- June 2008, Konzum ltd. , Sarajevo, BiH
Executive manager for all Konzum BiH activities
Finding potential acquisition, making calculations, feasibility studies, negotiations, taking over (October 2006 Konzum BiH 200 employees, currently 1600 employees)
Making restructuring plans
Restructuring, setting adequate people on right positions (from CEO, sales director, trading director)
Defining price policy, marketing policy, inventory and assortment policy
Making turnover and margin plans, analysis cost, setting up KPI for all sectors and departments
Organisation and development of new sectors and departments
Recruitment, education of new employees and training for every level of management
Building organisation in wholesale, rebate policy
Organisation of logistic, introducing automatic order, forming transport and warehouse department
Making budget, short term and long term plans for next period
Monitoring all competitors at Bosnian market including macro and microeconomic situation in Bosnia
All other tasks and duties connected with this function
July 2003 – October 2006, Konzum d.d., Zagreb, Croatia
Executive manager for strategy, organisation and optimisation of business
Development of new project (Plus marketi), many optimisation projects, expansion projects,
Strategic analysis’ of different projects, and specific segments of business into trading, logistic, retail, wholesale departments, feasibility studies
Monitoring of all business processes inside different departments and their alignment with general company objectives
Implementation of new knowledge, new ideas, monitoring development of retail in the World, foreign literature, conferences
Working with foreign consultants on different projects
Admittance and participation in meetings of Executive Managers Board

Acquisition IntegrationBusiness StrategyBusiness PlanningTeam LeadershipManagement ConsultingSales Management+44

Fructus d.o.o.

General manager

Jan 2002 – Jan 2003 · 1 yr · Osijek

Company owned by Agrokor from October 2002, 90 employees
Restructuring almost all department and sectors, recruitment some new people,
Setting up sales policy, price policy, plans, objectives, margins, control of costs
Defining productions with domestic fruit and vegetables producers

Acquisition IntegrationBusiness StrategyBusiness PlanningTeam LeadershipManagement ConsultingSales Management+44

Alastor d.o.o.

Deputy of General manager

Jan 1998 – Jan 2002 · 4 yrs · Osijek

August 2002 – July 2003, Alastor ltd., Osijek, Croatia
Deputy of General Manager, Company Alastor- the biggest retailer company in Slavonija and Baranja
Company owned by Konzum from august 2002, 1200 employees (whole Slavonia i Baranja)
Setting up objectives, defining strategies, tactics, implementation and control
Preparation for switch on Konzum way of doing business
June 2000 – August 2002, Alastor,ltd., Osijek, Croatia
One of two Deputy of General Manager (the Owner) of Company Alastor
Organisation, coordination and control of wholesale, marketing, warehouse, distribution, retail and informatics
Forming wholesales teams, defining and setting KPI for them, ways of stimulations, model of bonuses, meetings with them, customers, defining rebate policy, control of debts
Setting up retail strategy, way of expansion, defining price policy, making budget plans, margins, turnovers, costs for all profit units
Organisation prize games, events, communication with Medias, customer relationships
Forming teams for warehouse and transport, setting up KPI for warehouse and transport and introducing informatics in warehouse processes
Organisation informatics department, recruitment, preparation for introduction of new software, creation of new reports
Recruitment, selection, education for all new employees for middle and top management, their monitoring, coaching and setting up in departments
March 1998 – June 2000, Alastor,ltd., Osijek, Croatia
Marketing Manager
Organisation and development of that sector, defining channels of communications
Contacts with suppliers
Creation and implementation of prize games
Communications with Medias
Creation promotional activities leaflets, events, catalogue, adverts