2008-2015

Served as General Manager across The Miller Group’s retail division, overseeing full P&L, commercial strategy, operational execution, retail standards, multi-brand retail management, development of own brands, and expansion as franchisee for major international franchises including WHSmith and Butlers. Joined in 2008 to modernise, expand, and professionalise an underperforming division in a rapidly developing market, taking full responsibility for retail operations, store development, people leadership, and later the company’s extensive warehousing operations. Implemented group-wide SOP improvements, vendor restructuring, and new performance measurement frameworks, delivering stronger margins, tighter stock control, operational consistency, and significant team development. Grew the division from a marginal performer into a highly profitable, island-wide operation supported by more than 150 employees.

Transformed a Break-even Division into a Market Leader Inherited a division operating at near break-even. Delivered consistent double-digit annual growth for several consecutive years. Took the division to strong profitability with a robust margin profile and cemented its position as a category leader across Malta.

Retail Footprint Expanded from 20 units to 32 units Opened multiple new outlets in shopping centres, expanded the presence at Malta International Airport and repositioned key sites to maximise traffic and revenue. Closed non-performing locations, scaled winning formats, and strengthened the overall footprint.

Full Retail Modernisation Program Rebranded and refurbished stores, converting bookshops into high performing convenience formats. Redesigned layouts, product adjacencies, and in-store flow to significantly increase sales per square meter across the portfolio.

Strategic Lease Negotiation and Commercial Structuring Renegotiated long-term leases in prime locations including the airport, national hospital, ferry terminals and major high street sites. Secured improved terms and extended durations that materially strengthened store-level profitability.

Marketing Oversight and Brand Development Took responsibility for retail marketing with a marketing department executive allocated directly to support the division. Oversaw brand positioning, promotional strategy, customer experience standards and in-store communication.

People Leadership Across 150 plus Employees Restructured the management hierarchy. Built a strong supervisory layer and introduced structured staff development. Delivered major improvements in productivity, service quality, staff retention and in-store discipline.

Operational and Financial Systems Upgrade Introduced modern SOPs, reporting structures, forecasting tools, and communication systems that replaced outdated legacy practices. This created clarity across locations and reduced unnecessary interference from other parts of the company.

Modernised the Company’s Extensive Warehousing Operations Took over responsibility for the warehousing division in 2012. Doubled physical capacity, refurbished facilities, upgraded stock management processes, improved workflow design, restructured the team and brought the operation to contemporary European standards. These changes improved supply reliability and reduced operational waste across the entire network.

Hands-on Leadership with Full Accountability Personally led site refurbishments, contractor coordination, engineering work, layout design, recruitment, lease negotiations, and operational rollout. Became a central figure in the senior management team with influence across retail, wholesale, finance and operations.

By 2015 the retail division had become one of the most efficient and commercially successful retail operations in Malta, with strong profitability, a best-in-class footprint, and a reputation as the market leader in its categories.