Lenka Belanova

Fractional COO pre rastúce retailové siete. Pracujem s majiteľmi a CEO sietí, ktoré rastú rýchlejšie než ich interné systémy — kde operatíva prestáva držať kontrolu nad výkonom, ľuďmi a maržou. Pomáham stabilizovať a nastaviť operatívu tak, aby zvládala rast bez chaosu a bez závislosti na jednotlivcoch. Čo riešim: → Nastavenie škálovateľných procesov a štandardov naprieč sieťou → Retail koncept a identita predajní → Onboarding systémy a zákaznícky štandard → Revenue model a finančná výkonnosť predajní → Strategická pripravenosť siete na rast a (aj generačný) shift trhu Spolupráca formou Fractional COO (paušál) alebo projektovo — podľa potreby siete.

Scope: Full operational P&L responsibility (€550M revenue, €56M OPEX) — leading 160 stores and 1,700+ people. Member of the Executive Board. I was brought in to transform performance. That is what I delivered. • Reversed network productivity from –5% to +9% in two years — via redesigned KPIs, modern performance management, and clear role competency frameworks. • Built a dedicated training center for new employees — accelerating onboarding and reducing early attrition. • Implemented omnichannel integration including self-service systems and mobile applications across the retail network. • Designed and executed a sustainable growth strategy ensuring long-term competitiveness. • Led cross-functional execution across Marketing, Logistics, HR, IT, and Procurement to break down silos. • Contributed to the dm Group international strategy as a key regional stakeholder. What I learned here: Sustainable performance is never about one big move. It is about building systems that keep improving, even without you in the room.

Led dm Slovakia’s logistics and distribution center — 500+ employees, €15M+ budget — covering supply chain, warehousing, distribution, and e-commerce. Simultaneously aligned regional retail managers with logistics operations. This was the role where I delivered the most complex transformations of my career. • Expanded logistics center form 15k to 29k m² during live peak-season operations — on time, on budget, with zero sales disruption. • Integrated dm’s online store into logistics operations in 2023 — a major company milestone. • Delivered 15% cost reduction through strategic outsourcing, automation, and e-shop restructuring. • Led full restructuring of logistics processes and administrative structure to support e-commerce growth. • Improved operational performance through warehouse optimization and planning accuracy. • Contributed to dm Group international logistics strategy — focusing on digitalization, innovation, and infrastructure. This role taught me that complex transformations succeed not because of the plan — but because of the people who believe in it.

Selected to serve on the Board of Directors for GS1 Slovakia, the authoritative body for supply chain standards. • Strategically guided the adoption of global standards (EAN, barcodes, EDI) across the Slovak retail and logistics sector. • Collaborated with key industry players to modernize supply chain processes and data synchronization. • Represented the interests of major retailers in national logistics discussions.

Managed goods flow between purchasing, central warehouse, and retail — leading 15 planners responsible for ordering and distribution. • Reduced stock shortages by 30% through inventory optimization and cross-departmental collaboration. • Led a culture and engagement initiative that reduced employee turnover from 25% down to 15%. • Built my core understanding of how people, process, and data need to work together.

Managed 15 stores in the Bratislava region — dm Slovakia’s highest-performing area. Responsible for operations, sales targets, network expansion, and store manager development. • Consistently outperformed company benchmarks in efficiency and financial results. • Increased network productivity by 15% in one year through a workforce redistribution project. • Opened 5 new stores annually with direct revenue impact. • Developed store manager team — 8 of 15 were promoted internally to higher-level roles. This is where I learned that great retail is built person by person, store by store. A lesson I carried into every role that followed.