Gintaras Zdanys

I built up an international sales department structure from 2 to 35 employees in different countries over Europe and U.S.,

Together with the sales team we developed sales in more than 50 foreign markets,

We increased the company's sales from €5M to €140M during ~10 years,

I was responsible for setting annual sales targets and achieving them,

I constantly improved the bonus system for subordinate employees,

I was developing a customer service department that serves ~2000 customers,

It was my idea to rename the company to Narbutas International and the shareholder approved it.

I managed a department of ~80-100 employees, which consisted of product design and manufacturing groups.

I integrated the furniture design group with the manufacturing group. This measure allowed to concentrate responsibility for the order realization within the structure of one department and achieve better efficiency.

I separated a bespoke manufacturing group from the standard production and this measure allowed to achieve shorter and more accurate production terms.

I managed a group of about 30 employees. The responsibilities consisted of clients proactive search, direct sales to customers, coordination of sales projects, managing of customer search, managing of furniture delivery and assembly.

After graduating from university, I started working as a metrologist, then as the Head of the Energy department.

As an energy engineer I headed the department, responsible for the operation of the plant's electrical, water, heat and compressed air systems.