Petra KovÁcs

I have dedicated over 12 years to planning and merchandising, working with some of the most prominent global brands in the industry. My focus has been on developing highly skilled teams, driving sales growth, and formulating robust merchandising and inventory strategies. My true passion lies in harnessing strategic insights to refine purchasing decisions and balance stock levels effectively against customer demand. I geek out on good allocation and replenishment practices. By analysing market trends and consumer behaviour, I can make informed decisions that optimise the buying processes while ensuring we meet customer expectations without overstocking or understocking.

Glenn Pollard, Director of Merchandising at Pandora

“Petra has a solid trading and stock management background which ensures a logical and data driven approach to task is achieved.”

Jonathan Dixon, Director of Logistics Planning at GapInc.

“She was instrumental in stabiliSing the US outlet business during a time of complete economic uncertainty.”

Robert Gruia, Head of Demand Planning Northern Europe at Swarovski

“It’s rare that you come across standout talent like Petra. She took a good team and with her passion, knowledge and leadership turned THEM into a straight “A” team.”

Robert Lyon, Vice President of Merchandising and Product Management

“She is the true embodiment of the word "Team". Her personality, full of drive and passion, helped to boost the cross-functional morale”

MY SKILLS

Assortment planning stands as a linchpin in merchandise strategy, balancing core product offerings with seasonal variations and special promotions. This strategic mix not only caters to diverse customer needs but also enhances sales performance by maximising product relevance and availability throughout the year.
Financial planning and budget management underpin sound decision-making in merchandise planning. Setting clear financial goals, monitoring performance against budgeted targets, and optimising pricing and markdown strategies contribute significantly to maintaining profitability and minimising risks.
Forecasting and demand planning emerge as pivotal processes within merchandise planning. Through meticulous data analysis and forecasting techniques, a Merchandise Planner can predict future demand patterns, optimise inventory levels, and ensure sufficient stock availability without overcommitting resources.
Inventory management aims to optimise stock to maximise sales, minimise costs, and enhance customer satisfaction. Determining the ideal stock level involves balancing several factors specific to the business such as demand, service level, lead time, cost, sales forecast. The ideal stock level is not a fixed number but rather a dynamic balance that requires continuous monitoring and adjustment based on changing market conditions, customer preferences, and operational efficiencies.
Allocation and Replenishment involve distributing inventory to stores or locations within a retail network both pre-season and in-season. This process relies on sales forecasts, historical data, and planned promotions to ensure each store receives the right amount of inventory to meet anticipated demand and sales targets.
Managing retired inventory is crucial to clearing out space in retail locations or warehouses to accommodate new inventory and maintain efficient operations. It can also minimise financial losses associated with holding onto unsold inventory by liquidating items at reduced prices.
Building a strong merchandising team is essential for driving sales, optimising product assortments, and ensuring a seamless shopping experience for customers. I find great joy in constructing teams that best serve the business and hire talents that can deliver that vision.

My Experience

Overview of My Role at Toteme
As Toteme's first ever Head of Planning, my mandate is clear: I am tasked with leveraging data-driven insights to build forecasting and inventory management processes, and implementing innovative strategies to propel Toteme’s global growth.
Establishment and Leadership of the Planning Function
In this pivotal role, I have established and integrated the planning function within the organisation. This encompasses a comprehensive oversight of all aspects related to demand forecasting, inventory management, and allocation strategies on a global scale, specifically across key markets in the United States, Europe, and Asia.
Objectives for Optimising Operations
My primary objectives include optimising stock levels to ensure that we meet customer demand without excess inventory, minimising stockouts to enhance customer satisfaction and sales opportunities, and maximising profitability on a global scale.
My role has been integral to shaping Toteme’s operational processes and ensuring sustainable growth through planning and execution across various international markets.
Global Replenishment Planning Leadership
I was responsible for leading the global Replenishment Planning team, where I managed various critical elements of planning including global and regional Open-to-Buy (OTB), Sales & Demand Forecasting, Procurement, Inventory targets, and Allocation processes. My oversight extends to a diverse range of product categories such as Men’s and Women’s Ready-to-Wear (RTW), Soft Accessories, Leather Goods, Footwear, Outerwear, and specifically Heritage Rainwear.
Subject Matter Expertise in System Development
As a subject matter expert in this field, I played a pivotal role in consulting on the creation of a new BOARD Allocation & Replenishment system (Board A&R). This project was developed in collaboration with PwC, ensuring that our strategies align with industry best practices and leverage advanced technological solutions for efficient replenishment planning.
Overview of Responsibilities
In this position, I was tasked with managing the comprehensive product planning and trading operations for both the Pandora retail estate and its online e-commerce platform. This role required a strategic approach to ensure that both physical stores and digital sales channels operated efficiently and effectively.
Allocation Strategy Development
I successfully crafted an all-encompassing strategy focused on the allocation of store priorities and product availability. This involved analysing sales data, customer preferences, and market trends to determine which products should be emphasised in various locations and on our e-commerce site. By implementing this strategy, we were able to streamline our inventory processes.
Impact on Inventory Management
The strategy I developed led to a significant enhancement in stock turnover rates, which is crucial for optimising inventory. Improved stock turnover means that products are sold more quickly, reducing excess inventory and minimising holding costs. This efficiency is vital for maintaining a healthy cash flow and ensuring that we can respond swiftly to changing consumer demands.
Results Achieved
As a direct result of these initiatives, we have seen a marked increase in overall productivity across our retail channels. The alignment between product availability and consumer demand has not only boosted sales but also improved customer satisfaction by ensuring that popular items are readily available when needed.
Ownership of the Omnichannel Merchandise Financial Plan
I was responsible for overseeing the Omnichannel Merchandise Financial Plan for the UK and Ireland. This role involved a comprehensive approach to managing both online and offline sales forecasting, ensuring that our strategies were aligned with current market trends and consumer behaviour.
Forecasting and In-Season Trading Leadership
In my capacity, I led the processes related to online and offline forecasting and allocation, which required a deep understanding of market dynamics and customer preferences. This included analysing historical data, identifying patterns, and making informed predictions about future sales. Additionally, I managed in-season trading, which involved adjusting our strategies in real-time based on performance metrics and market feedback.
S&OE Local Process Management
I also took charge of the Sales & Operations Execution (S&OE) local processes. This entailed coordinating efforts across various departments to ensure that our merchandise was available when needed, optimising inventory levels, and enhancing overall operational efficiency.
Achievement of Target On-Shelf Availability
Through systematic event management using Aptos TXT, my team successfully achieved a remarkable 97% on-shelf availability during peak trading periods. This accomplishment was made possible by maintaining close alignment with both local and global supply chain teams. By fostering strong communication channels and collaborative efforts, we ensured that stock levels were adequate to meet customer demand without overstocking.
Seasonal Product and Pricing Strategies
I formulated and implemented seasonal product and pricing strategies as part of my apparel buying plan. This initiative encompassed the orchestration of national launch flows and the establishment of a sound range structure, which were integral components of our initial go-to-market (GTM) strategy.
Team Leadership and Business Growth
Through effective leadership, I guided my team to achieve a significant increase in the apparel category’s business share, elevating it from 30% to an impressive 47%. This growth was driven by a combination of strategic planning and execution.
Data Analysis for Strategic Development
To support this growth, I conducted thorough analyses of market trends, sales performance, and historical data. This analysis was pivotal in constructing the seasonal line architecture, which aligned with our long-term growth objectives for key accounts such as JD Sports, SDI, and ASOS.
Go-to-Market Process for Collaborations
In addition to these responsibilities, I spearheaded the go-to-market process for designer collaborations. My efforts included developing assortment packages tailored specifically for high-profile retailers like Selfridges and Harrods, ensuring that our offerings met their unique market demands.