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With an international FMCG career focused on the delivery of international growth, transformation and turnaround, both in C Suite and advisory roles, Stuart is a unique individual. His breath and grit of country, RTM, and consumer category coverage allows
james stuart dalton
,
Glasgow, United Kingdom
Experience
Other titles
Skills
I'm offering
Selected Highlighted Achievements
• Lead the formation of a JV between GB Foods and Helios to acquire Watanmal businesses across Africa to creating one of the largest food groups in the region (deal value >$250m).
• Projected managed the launch of Sam Miguel Fresca across 5 European countries achieving over 225KHL in under 2 years (incremental NS€29m).
• Over 20 Commercial Due Diligence assignments completed across multiple categories and countries.
• Managed Analytics shifted average client value form £12k to £267k at Data Discoveries.
• Sales at S&N RoW/Venture markets were doubled to £94m within a three year period.
• Mythos was rescued from insolvency and transformed into a growing business capturing market share from the incumbent monopolist
• Lead the formation of a JV between GB Foods and Helios to acquire Watanmal businesses across Africa to creating one of the largest food groups in the region (deal value >$250m).
• Projected managed the launch of Sam Miguel Fresca across 5 European countries achieving over 225KHL in under 2 years (incremental NS€29m).
• Over 20 Commercial Due Diligence assignments completed across multiple categories and countries.
• Managed Analytics shifted average client value form £12k to £267k at Data Discoveries.
• Sales at S&N RoW/Venture markets were doubled to £94m within a three year period.
• Mythos was rescued from insolvency and transformed into a growing business capturing market share from the incumbent monopolist
Markets
United Kingdom
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2013 - ?
freelance
Independent Strategy Consultant and Advisor
Consumer (FMCG), Retail.
Working across EMEA he has built a reputation for the depth of his consumer centric approach, and works both with leading FMCG and PE firms to define and manage the delivery of projects in areas such as:
1. Prioritization and delivery of international growth both organic and inorganic
2. Brand Development, innovation and NPD
3. Customer and Consumer Analytics, "Centric" Transformation
4. Business Transformation, Restructuring and Turnaround
5. RTM Innovation, Multi / Omni Channel/ Dedicated Channel
Clients include MSM (Mahou San Miguel), Agrolimen AS (GB Foods), C&C Plc (Magners Cider), TPG Growth, Helios
Investment Partners, Warburg Pincus
1. Prioritization and delivery of international growth both organic and inorganic
2. Brand Development, innovation and NPD
3. Customer and Consumer Analytics, "Centric" Transformation
4. Business Transformation, Restructuring and Turnaround
5. RTM Innovation, Multi / Omni Channel/ Dedicated Channel
Clients include MSM (Mahou San Miguel), Agrolimen AS (GB Foods), C&C Plc (Magners Cider), TPG Growth, Helios
Investment Partners, Warburg Pincus
Innovation, C, Business transformation, Analytics, PLC, Turnaround, Growth, Transformation, Npd, FMCG, Development, International, SAN
2009 - 2012
job
Chief Commercial Officer
Flour Mills of Nigeria Plc.
Nigeria
Flour Mills of Nigeria (FMN) is a conglomerate industrial and consumer products company headquartered in Lagos, with subsidiaries spread throughout the country. Part traded on the NSE, it is majority controlled by a Greek shipping family
based in New York (Southern Star Shipping). This complex business was composed of 12 business units with a
consolidated turnover of $2.7Bn. He had direct responsibility (P&L) for all commercial operations across all business
units. This included, in flour, the largest single site flourmill in the world plus five regional mills, the second largest pasta
factory, a cement business and a fertilizer business, a dedicated logistics company with a fleet of over 500 trucks, and complex "inbound" logistics and supply chain - all raw material inputs were sourced internationally (80% USA, 20% Europe), landing at the companyʼs dedicated port facility in Apapa.
Having raised over $650m through both bond and rights issues, the company was engaged around a huge growth and transformation agenda shifting to become an integrated consumer and customer focused group. This was a complex and detailed process that involved engagement across all functional and business unit heads breaking down historic
business silos. He had responsibility for many aspects of this program including Route to Market, Financial and IT
integration, Sales Force Integration, Pricing Policy, and Category Development Plans.
1. Rationalizing pack formats (SKUs), altering packaging type, and integrating "Semovita" into the newly formed
consumer products division achieved a 18% uplift in NS (12 months) and a +10% uplift in PC (Product Contribution)
2. Transforming (forward integrating) RTM achieved +23% (per average territory) increase in volume, and an incremental +8% in PC
Flour Mills of Nigeria (FMN) is a conglomerate industrial and consumer products company headquartered in Lagos, with subsidiaries spread throughout the country. Part traded on the NSE, it is majority controlled by a Greek shipping family
based in New York (Southern Star Shipping). This complex business was composed of 12 business units with a
consolidated turnover of $2.7Bn. He had direct responsibility (P&L) for all commercial operations across all business
units. This included, in flour, the largest single site flourmill in the world plus five regional mills, the second largest pasta
factory, a cement business and a fertilizer business, a dedicated logistics company with a fleet of over 500 trucks, and complex "inbound" logistics and supply chain - all raw material inputs were sourced internationally (80% USA, 20% Europe), landing at the companyʼs dedicated port facility in Apapa.
Having raised over $650m through both bond and rights issues, the company was engaged around a huge growth and transformation agenda shifting to become an integrated consumer and customer focused group. This was a complex and detailed process that involved engagement across all functional and business unit heads breaking down historic
business silos. He had responsibility for many aspects of this program including Route to Market, Financial and IT
integration, Sales Force Integration, Pricing Policy, and Category Development Plans.
1. Rationalizing pack formats (SKUs), altering packaging type, and integrating "Semovita" into the newly formed
consumer products division achieved a 18% uplift in NS (12 months) and a +10% uplift in PC (Product Contribution)
2. Transforming (forward integrating) RTM achieved +23% (per average territory) increase in volume, and an incremental +8% in PC
Operations, Packaging, Integration, Sales, It, Growth, Shipping, Transformation, Development, PC, USA
2008 - 2009
job
Managing Director - Managed Analytics
Data Discoveries.
United Kingdom
Leveraging Data Discoveries existing position in software sales, he created a new proposition that both shifted the
business into "solution" provision, and took it into new verticals. A new company Managed Analytics was established to realize the proposition of customer centric service transformation.
Managed Analytics enables transformation by delivering fact-based decision-making through data driven insights. It
combines advisory services, advanced quantitative analysis, proprietary algorithms and methods, and actionable
strategic frameworks in a way that is focused on the delivery of outcome based action.
Leveraging Data Discoveries existing position in software sales, he created a new proposition that both shifted the
business into "solution" provision, and took it into new verticals. A new company Managed Analytics was established to realize the proposition of customer centric service transformation.
Managed Analytics enables transformation by delivering fact-based decision-making through data driven insights. It
combines advisory services, advanced quantitative analysis, proprietary algorithms and methods, and actionable
strategic frameworks in a way that is focused on the delivery of outcome based action.
Sales, Analytics, Service, Algorithms, It, Transformation, Software
2004 - 2008
job
Strategy Director
Scottish & Newcastle International Beer Division.
United Kingdom
To realize its global ambitions S&N had made a string of "ad hoc" acquisitions across Europe, but there was no post
acquisition integration or strategy for these businesses. He was selected to lead "Project Navigator", the first strategy
review across S&Nʼs International Division (£2.6Bn, over 7,000 employees) tasked with delivering £100m in restructuring
To realize its global ambitions S&N had made a string of "ad hoc" acquisitions across Europe, but there was no post
acquisition integration or strategy for these businesses. He was selected to lead "Project Navigator", the first strategy
review across S&Nʼs International Division (£2.6Bn, over 7,000 employees) tasked with delivering £100m in restructuring
Integration, International
2004 - 2006
job
Managing Director
Scottish & Newcastle Innovation & Venture Markets.
United Kingdom
RoW was the incubator division of S&N Venture markets. Its remit was to deliver top-line growth, whilst generating
exceptional ROIC. RoW was made up of 8 separate business units spanning Africa, the Middle East, Canada, Central & Eastern Europe, Travel Retail, South & Central America, the Channel Islands & the Mediterranean. (12 direct reports, 85 direct business unit staff, over 500 indirect including third parties and local manufacturing)
Doubling Net Sales to £94m, and operating profit to £16m within a three year period.
1.The successful implementation of a brand portfolio rationalisation project resulted in a shift in sales mix from 43% to
72% (of NSV) behind our three lead brands - 1664, Fosters and Strongbow. The incremental gain in operating profit was
£1.8m.
2.Working with Group Legal to restructure complex and limiting third party distributer agreements to a new "path clearer"
format that enabled business growth
3.The restructuring of 2 historic BUL (Brewed Under License) agreements with local partners in Algeria and Nigeria and the associate launch of mainstream brands - Tigre Bock & Kro R&W.
4.New Product Development - working with R&D in Strasbourg the development and launch of Kronenbourg 0.0% in the Middle East
RoW was the incubator division of S&N Venture markets. Its remit was to deliver top-line growth, whilst generating
exceptional ROIC. RoW was made up of 8 separate business units spanning Africa, the Middle East, Canada, Central & Eastern Europe, Travel Retail, South & Central America, the Channel Islands & the Mediterranean. (12 direct reports, 85 direct business unit staff, over 500 indirect including third parties and local manufacturing)
Doubling Net Sales to £94m, and operating profit to £16m within a three year period.
1.The successful implementation of a brand portfolio rationalisation project resulted in a shift in sales mix from 43% to
72% (of NSV) behind our three lead brands - 1664, Fosters and Strongbow. The incremental gain in operating profit was
£1.8m.
2.Working with Group Legal to restructure complex and limiting third party distributer agreements to a new "path clearer"
format that enabled business growth
3.The restructuring of 2 historic BUL (Brewed Under License) agreements with local partners in Algeria and Nigeria and the associate launch of mainstream brands - Tigre Bock & Kro R&W.
4.New Product Development - working with R&D in Strasbourg the development and launch of Kronenbourg 0.0% in the Middle East
Product development, Retail, R, Sales, Net, Growth, Implementation, Development, UP
1995 - 2000
job
Partner
Central Europe Trust Company Ltd.
Warsaw, Moscow, Budapest
CET was the largest strategic consultancy operating across Central & Eastern Europe. It was formed as a spin off from Booz Allen & Hamilton just following the collapse of the Berlin wall. Joining as an Associate he was made a Partner
within 5 years. At that level he consistently achieved a Revenue line in excess of £3.5m/annum, and managed a team of between 20 and 30 consultants across different clients and countries. Specifically, he was responsible for two business
units - Consumer & Retail, and HealthCare. Significant clients included South African Breweries, Warburg Pincus, Astra
Zeneca, Colgate Palmolive, Procter & Gamble, Sarah Lee, SmithKline Beecham, Bestfoods (CPC), Bristol Myers
Squibb, and Warner Lambert. In addition to the consulting, he advised clients on 14 major acquisitions, and worked with the CET Management Board to successfully raise CETʼs first private equity fund - The £100m AIG/CET New Europe
Fund. During his time at CET he spent 3 years based in Budapest, and 2 years in both Moscow and Warsaw.
CET was the largest strategic consultancy operating across Central & Eastern Europe. It was formed as a spin off from Booz Allen & Hamilton just following the collapse of the Berlin wall. Joining as an Associate he was made a Partner
within 5 years. At that level he consistently achieved a Revenue line in excess of £3.5m/annum, and managed a team of between 20 and 30 consultants across different clients and countries. Specifically, he was responsible for two business
units - Consumer & Retail, and HealthCare. Significant clients included South African Breweries, Warburg Pincus, Astra
Zeneca, Colgate Palmolive, Procter & Gamble, Sarah Lee, SmithKline Beecham, Bestfoods (CPC), Bristol Myers
Squibb, and Warner Lambert. In addition to the consulting, he advised clients on 14 major acquisitions, and worked with the CET Management Board to successfully raise CETʼs first private equity fund - The £100m AIG/CET New Europe
Fund. During his time at CET he spent 3 years based in Budapest, and 2 years in both Moscow and Warsaw.
Retail, Consulting, Management, It
1970 - 1970
job
S&N staff
Cap Gemini consultants.
The scope of the transformation
encompassed all functional disciplines across all international business units, and was "mission critical" for the ongoing success and performance of S&N Plc.
encompassed all functional disciplines across all international business units, and was "mission critical" for the ongoing success and performance of S&N Plc.
PLC, Transformation, International
My education
1987
-
1990
London School of Economics
BSc, International & Development Economics
BSc, International & Development Economics
?
-
2004
IMD
N/a, Senior Executive Leadership & Management Program
N/a, Senior Executive Leadership & Management Program
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