Artur Malarski

• Responsibility for the managing Rohlig SUUS Group results. Over 450 M. EUR turnover and 3000 employees
• Direct responsibility for the development of foreign companies in the Central and Eastern European markets (the company has branches outside of Poland in the Czech Republic, Romania, Slovenia, Hungary, and Slovakia). During last two years revenue has increased by 62%, achieving 17% share of the total revenue of Group.
• Supervision of the European Road Network International Gropupage. The top 3 operational product department in the Group (revenue and EBIT)
• Ensuring competent and organizational synergies between the companies.
• Implementing the operational, sales and governance standards.
• Building an international, multicultural family company
• Supervision of M&A planned by the company
• Developed key operational initiatives to drive and maintain substantial business growth.
• Built productive relationships with industry partners and competitors to support strategic business objectives.
• Created a positive work culture, resulting in increased employee satisfaction and retention rates.
• Improved organizational structure by reallocating resources and redefining roles for greater efficiency.

• Responsibility for the working out and implementation the company strategy of contract logistics
• Responsibility for the financial result of the product - contract logistics. During this period the department has noticed the significant growth (57% of operational surface -warehouses, over doubled 109%, EBIT increased three and a half times)
• Supervising central contract logistics team; sales force structure, analysts team, project management team, purchasing department (property and equipment)
• Matrix supervising whorehouse's teams of contract logistics at 14 branches (over 500 employees)
• Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth.
• Cultivated a positive work environment that fostered employee engagement, increased retention rates, and boosted overall team morale.
• Managed budgets effectively to ensure optimal use of resources while maintaining financial stability.

• Responsibility for the financial result of the branch
• Managing a team of over 100 people - employees at each functional division (operational, sales, customer service), 10 managers report to me directly
• The development of sales in the managed area (sales increase in 2011/2018 500%; increased income of the branch - EBIT from lost up to 5 million; increased number of clients as well as of managed projects)
• Supervising operational indicators (2015 - second Prize for the best operational branch LTL , 2016 - second Prize for the best operational branch LTL , 2016 - first Prize for the best operational branch - Terminal operations, 2013, 2014, 2016 - the best result branch FTL international)
• Implementation of unique motivation system

• Responsibility for the financial result of the branch
• Managing a team of 40 people - employees at each functional division (operational, sales, customer service, financial)
• The development of sales in the managed area (sales increase in 2009/2010 at 28%; increased income of the branch - EBIT at 64%; increased number of clients as well as of managed projects)
• Supervising operational indicators (since September 2008 the best operational branch in Poland (Prize for the best 2008 branch and over all the months of 2009, also the best branch countrywide);
• Supervising Financial indicators and HR, reorganization of the sales team
• Maintained friendly and professional customer interactions.

• Responsibility for the financial result of the branch
• Managing a team of 6 (2 tradesmen, 2 sales coordinators, 2 store men); 2 members of my team were promoted in the company structure
• Sales rise in the managed area (increase of 2003-2008 turnover by 60%; the clients I managed to win brought the turnover of 4 million zlotys to the company)
• Since April 2006 'Recruitment and Managing a Team of Sales Representatives' Project Leader
• Since July 2007 Carton Board Pallets Project Leader

• Responsibility for sales over the area of Poland

• Structuring a sales department

• Managing an 18- people sales department

• Participation in a Panaeuropean ‘standardising corporate sales structures' project Dyrup sp. z o.o.– Sales and Planning Specialist (until December 1998)

• Sales Activity planning – cooperation with head director

• Individual colour matching project leader

• Participation in a Panaeuropean ‘Standardising Company Trademark' project

• Introducing coated-knitted fabrics to the Polish market

• Product Manager of 'Shampoos' - introducing into the market, promotions, advertising campaigns