Impact created.
Four pieces of work, with the numbers left in.
Nine out of ten leads answered on time
Inchcape · dealer networks for Jaguar, Land Rover and Mazda across Poland, Finland and the Baltics · 2021–2026
The problem
The group had bought Salesforce. The dealers had not bought into it. Leads came in through the website and sat there. Nobody could say how many were answered, or how fast. Every market kept its own habits, and the CRM was treated as a place to file things after the sale, not before.
What she did
Wrote the region's adoption strategy for the platform and got it signed off by the managing directors in five markets. Agreed the KPIs with the dealers themselves, so they measured work they recognised as theirs. Put the numbers on a weekly regional review — visible, not punitive. Then switched on Marketing Cloud so the conversation with a customer kept going between visits.
“If it's not in the CRM, it doesn't exist.” One sentence from a sales manager did more than ten training sessions.
Reporting for 3,000 people in 70 countries, in nine months
Sodexo · global sales and operations, run from Paris · 2018–2020
The problem
A new CRM was going live across 70 countries at once. The reporting behind it did not exist yet, the data in the old systems could not be trusted, and three thousand people in a matrix organisation each wanted a slightly different report.
What she did
Led the reporting stream end to end: collected what those 3,000 users actually needed, turned it into requirements the developers could build in agile sprints, and launched the first sales-forecasting model the company had. Started measuring data quality out loud, so leaders could see it move. Ran a global clean-up through sixty system administrators. Trained 150 people across Asia, Europe and North America.
Building business intelligence where there was none
Unilever · Baltic sales and category teams · 2016–2018
The problem
Sales, marketing and market data lived in three places. Every trade presentation started from scratch, and the arguments for shelf space were opinions.
What she did
Pulled the three sources into one dashboard, then ran BI workshops so other departments could use it without me. Built the evidence behind trade presentations and the assortment for 19 retail chains — more than 3,000 points of sale in three countries. Estimated what new products would add before they launched, so they reached the shelf.
Thirty minutes, and a 6% raise within three months
Coaching · a finance controller with a goal she had put off for months
The problem
She knew what she wanted. She could not see what was in the way, and every plan she wrote turned into a longer plan.
What she did
One discovery session. No worksheets — questions she had not been asked before, in a room where it was safe to answer them honestly. She found the block herself. Then we turned it into steps she could take that month.
“Viktorija creates a safe, comfortable space, asks deep questions I'd never considered, and keeps the session focused and professional.” — Jekaterina, Finance Controller