DeWet Snyders

• Led a seven-person cluster marketing team to deliver 17% cluster growth while navigating two regional wars, a global product recall and
a consumer boycott
• Rebalanced the marketing mix, reducing promotional spending while increasing media and digital investment from 34% to 44% of total
investment
• Built the clusters first cross-country marketing organisation, strengthening accountability, cross-market collaboration and execution
across five countries.
• Led portfolio, pricing and brand-investment decisions with a $25M marketing budget, growing market-share and brand-equity across
priority brands

Directs commercial and marketing functions in 16+ markets across Europe, Asia, Middle East,
and Africa. Implements executable marketing and new business strategies, particularly for brands such as Starbucks, Lurpak, Arla, and Cocio. Formulates and executes market entry and penetration strategies to contribute to overall business profitability. Provides strategic guidance and direction for new channel and distributor development, including the integration of new business units and brands in international markets. Refines existing route-to- market models, whilst also streamlining internal business processes to deliver consistent high levels of service to end customers.

► Captured growth of 842% for the beverages category across all assigned markets in 4 years through the formulation of specific short-term strategies customised to each country.
► Accelerated growth of the brands to become either number 1 or 2 is almost all markets, by driving the transition from above-the-line marketing to specialised in-store activities and channel focus founded on shopper research.
► Significantly improved Leadership scores, during very complicated reorganization and strategy changes in the company, by approximately 10% with complete staff retention whilst exceeding commercial targets.

Led global marketing for a €250M, privately held food and beverage manufacturer serving more than 70 countries across the Middle East,
Central and West Africa. Portfolio included powdered beverages, desserts, baking products, sauces and dressings, distributed primarily
through partner and traditional-trade networks.
KEY H LIG HTS
• Built the companys first growth-focused marketing function, embedding consumer insight into portfolio, pricing and activation decisions
• Delivered double-digit growth in priority markets through brand repositioning, stronger distributor execution and improved trade
marketing tools.
• Repositioned Foster Clarks to attract younger consumers while retaining relevance among established households.

• Appointed to design and build a new multi-category consumer-goods business from concept, advising the board on category selection,
business model, organisational structure, recruitment and MENA market-entry strategy.

Scope: P&L responsibility for five product groups across GCC and Levant markets; nine direct reports and an approximately $12M marketing
budget.
KEY H IG H LIG HTS
• Grew portfolio revenue from approximately $180M to $250M, an increase of nearly 39%, through portfolio consolidation, pricing,
innovation and activation.
• Strengthened product and innovation governance by embedding Stage-Gate disciplines, consumer insight and portfolio prioritisation.
• Led cross-functional execution across Marketing, Sales, R&D, Finance and Supply Chain, improving alignment across five product groups.
• Delivered a sustained innovation pipeline spanning major launches, range extensions and value-engineering initiatives

Scope: Led 12 dairy- and fruit-based beverage brands across South Africa and four African markets, with an approximately $1.4M marketing
budget and a team of two brand managers and one product manager.
KEY H IG H LIG HTS
• Developed and launched South Africas first functional dairy brand within five months
• Reduced historical product losses by ZAR3M within 18 months through portfolio rationalisation, pricing discipline and focused category
management
• Built repeatable market-entry and penetration processes to support expansion across five African markets.

• Built the proposition, brand and go-to-market strategy for VResorts, the worlds first virtual-reality hotel-booking platform
• Developed the marketing and sales infrastructure for Blue Tree Phuket, including consumer research, positioning, launch planning and
commercial partnerships
• Built teams, partner networks and acquisition programmes across digital, hospitality, leisure and travel channels
• Launched Blue Tree Phuket and brought VResorts to launch readiness before COVID-19 disrupted the international tourism market

Scope: Held dual responsibility for Starbucks Ready-to-Drink brand leadership across Arla markets and commercial performance across 16+
countries, leading six direct commercial managers and indirect country teams.
KEY H IG H LIG HTS
• Delivered approximately 35% portfolio growth, supported by expansion into new countries and stronger execution across existing
markets.
• Led market entry into Russia and Turkey while strengthening distributor capability, pricing, portfolio and route-to-market execution
across Europe, MENA and emerging markets
• Balanced global Starbucks brand standards with local market, customer and channel requirements
• Improved commercial planning and knowledge sharing across country teams, distributors and licensed-brand stakeholders

Oversaw cross-functional teams of 16 across the Category and Trade Marketing functions accountable for key brands such as Puck, Three Cows, Lurpak, Arla, Castello, and Starbucks. Streamlined existing processes and implemented procedures to better serve the developing needs of a large consumer base. Reported to: General Manager| Direct Reports: 16| Revenue: €200M| Marketing Budget: €4M

Led a 16-person category and trade-marketing team across Puck, Three Cows, Lurpak, Arla, Castello and launched Starbucks RTD.
KEY H IG H LIG HTS
• Led category and trade marketing across Saudi Arabia, managing portfolio priorities, brand planning and cross-functional execution.
• Delivered 14% year-on-year growth and achieved category leadership, overtaking a long-established market leader
• Built trade marketing from the ground up and restructured the team around stronger ownership, P&L accountability and execution
• Led portfolio, brand and commercial planning across major dairy, spreads and beverage categories

Assumed accountability for an annual operating budget of €7.5M, as well as for developing market entry strategies into the MENA FMCG market. Transitioned from costly, low-quality external research agencies to an in-house research unit. Strategy drove identification of 5 brandable categories as the optimum lines for market entry and consequently developed a 5-year business plan for each category. Hired, recruited, and assembled a 4-person executive team.

Steered blockbuster new product launches, averaging 3 major launches and 8-10 line extensions annually (with the largest launch targeting €22M revenue). Sustained No. 1 market position in 9 of 11 primary products, with a portfolio encompassing 42% of all daily long-life foods sold in the Middle East and the flagship product achieving 52% of total market share. Effectively administered €9.6M marketing budget to increase category revenues from €145M to €331M (€64M organic growth) in 4 years.

Successfully launched the advanced nutrition pro-biotic range attaining all established targets in 6 months. Reduced historical product financial losses within the new category by almost €726K in the first 18 months. Project Leader for Parmalat’s expansion into new African countries, with the long-term aim of entering joint ventures or securing direct investment to grow the business.

Conceived ICT convergence strategy utilising the telephony business strengths. Developed the first Telecommunications Training Academy for dealerships, which became a key profit generator and a major USP for the group, certifying staff to sell, install, and service products thereby fostering brand loyalty. Identified market white spaces and sourced brands to fill these gaps. Built brand and category communication plans. Established trade shows and fairs across Southern and East Africa. Developed distributor toolkits and tendered on behalf of the company for major projects. Revenue growth from €2.4M to €225M (Primarily through Mobile revenue and acquisitions).

Led a four-person marketing team and approximately $300K cooperative marketing budget across 13 African and Indian Ocean
markets, representing Siemens, Avaya, NEC and Plantronics.
KEY H IG H LIG HTS
• Repositioned CentraTel from a telecom-hardware distributor into a broader cellular, connectivity and equipment-finance group. Expanded the reseller network from 40 to 100+ dealers across 13 African and Indian Ocean markets. Created South Africas first Telecommunications Training Academy, launching 40 courses and establishing a new profit stream.

Initially hired as Accounts manager to support building a small regional BTL agency into a national agency spanning 3 offices and 9 satellite branches and later incorporated as Partner. Accountable for brands including Colgate-Palmolive, Kimberley Clark, Roche, Unilever, Sara Lee, various Diageo brands.
► Oversaw national customer service function including account management, client services and accountable for all promotions.
► Launched and managed first permanent branch office in Gauteng, charged with securing new business and overseeing all training and operations.
► Successfully created and executed BTL campaigns across various FMCG, Telecoms and Beverage brands based on ATL briefs including on-consumption and off-consumption occasions.