Földi Gábor

Key Achievements:

• Inventory Management Reform: Implemented a comprehensive reform in the agricultural division's inventory management, significantly improving transparency and efficiency.
• Developed a digital system that enables real-time determination of the exact quantity and type of grain stocks in any warehouse across the country within seconds.
• The new system provides clarity regarding grain stocks' ownership, reducing administrative burdens considerably.
• Dairy Farm Automation Project: Prepared a development plan worth nearly 5 billion HUF aimed at fully automating the farm.
• Responsibilities included project preparation, return-on-investment calculations, and coordinating design workflows.
• International Expansion Project: Mobil Petrol is preparing to initiate international operations for the first time, with plans for investments amounting to nearly 10 billion HUF.
• The project focuses on acquiring existing fuel stations and operating them under a rebranding strategy.
• Actively participated in all negotiations and meetings, assisting in the preparation of legal audits and risk assessments.
• Corporate Fleet Digitization: Transitioned from paper-based records to a digital system, providing comprehensive information about a vehicle's maintenance history, registration, and insurance status within minutes.
• This transformation was accomplished within weeks, significantly reducing administrative efforts and improving transparency.

Key Responsibilities:

• Overhauling the record-keeping system for agricultural machinery and equipment.
• Implementing innovative solutions in inventory management and supply chain processes.
• Ensuring real-time accessibility of data across various units.
• Coordinating teams and fostering collaboration to achieve project goals.

• In 2011, we transported goods to the Union with 3 trucks. In 2022 we have 22 trucks.
• By 2022, we increased our net revenue sixfold and achieved more than ten times
higher taxable income compared to 2011.
• Even during the pandemic period, we were able to increase our taxable income
without laying off any of our colleagues, achieving these results without any cutbacks
within the company.
• In 2022, we were already working with 62 employees.
• In 2020, we won a 1.5 billion HUF EU R&D grant, and it was my responsibility to
manage and oversee it. This was a successful R&D project.
• In 2018, we developed our own mobile application, which measured the efficiency
of trucks and drivers (use of factory-installed terrain monitoring navigation, proper
gear selection, optimal route selection, perfect temperature regulation of refrigerated
trailers). This led to a 13% reduction in fuel consumption for tractors, resulting in an
annual net savings of 30 million HUF.

• • We reduced the number of inactive cashier hours by 20% thanks to the new cashier
• scheduling program.
• • Serving customers required 14% fewer hours from student and multiskilled cashiers. The
• saved hours were utilized in other areas of the stores.
• • By changing the return process at the cash register, we reduced multiskilled hours by 7%
• and reduced store waste by 3%.
• • We decreased the consumables requirement for cash registers by 15%.
• • Through recalculating and reducing the number of cash registers, we saved hours in several
• stores and repurposed the freed-up space through lease agreements, generating additional
• revenue for the stores and the company.
• • Introducing self-checkout registers resulted in a 6% reduction in cashier hours in the first
• year.
• The members of the Step Change team were selected through a thorough and thoughtful
• selection process. They were chosen from various areas such as Customer Service, Fresh
• Products, Dry Goods, Non-Food, and HR, with each store leader being singled out after a fullday selection process. Our task was to minimize the losses caused by the 2008 economic
• crisis and prepare the stores for a much more efficient and predictable operation.
• • During this time, we introduced self-service checkout counters in the flagship stores.
• • We started working with a completely new cashier scheduling program, in which I played a
• significant role in its development.
• • We also reworked the return processes both within and outside the store.
• • We revamped the generation, placement, and verification of price changes.
• • We reduced the required number of cash registers in the stores.
• Due to personal reasons, I decided to leave at the end of 2009.

• Overseeing a team of 100-160 people, depending on the size of the store, ensuring firstclass service and upholding standards in marketing, price integrity, main cash register, cash
registers, customer service, and tobacco counter departments.
• Managing equipment orders, scheduling, accounting processes, and monitoring efficiency.

• Leading the marketing and price integrity department, ensuring first-class service in
transactions, and addressing issues at the cash register and customer service counters.