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Business Learners

Marcin Czarnecki

LinkedIn
English, Polish, Russian

Marcin Czarnecki

LinkedIn
English, Polish, Russian

How I help

FMCG best practices translated into executable growth plans that restore margin discipline across sales, marketing, operations, and finance. Value-creating processes identified, structural inefficiencies removed, and accountability reset to deliver measurable revenue and cost improvements. Organisational misfits addressed by rebuilding around core strengths, accelerating execution and strengthening leadership ownership. Transaction value protected through disciplined M&A preparation, integration control, and post-deal performance tracking. Green Deal pressures converted into commercially viable ESG strategies safeguarding competitiveness and long-term profitability.

What I can help you with

Strategy build-up & implementation

Translate strategic intent into measurable execution plans, restoring margin discipline, capital allocation focus, and leadership accountability for results.

Stabilise underperforming growth trajectories, enforce commercial discipline, and convert market potential into predictable revenue and margin expansion.

Convert regulatory and sustainability pressures into commercially viable initiatives protecting competitiveness, investor confidence, and long-term profitability.

Expose profit-generating activities, eliminate low-return efforts, and redirect resources toward initiatives delivering measurable financial impact.

Map operational workflows to uncover bottlenecks, cost leakage, and control gaps, restoring efficiency and financial transparency.

Take decisive control during financial or operational distress, protecting cash, restoring stability, and rebuilding profitability.

Drive disciplined transformation programmes that overcome resistance, secure leadership alignment, and deliver sustained performance improvements.

Install performance metrics and cost controls that increase output efficiency while safeguarding margins and workforce accountability.

Strengthen commercial positioning and pricing power, translating brand equity into sustainable revenue growth and improved margins.

Realign leadership behaviours and incentives with strategic objectives, reinforcing ownership, accountability, and execution discipline.

Restructure organisational layers, remove duplication, and sharpen decision rights to reduce overhead and accelerate execution speed.

Strengthen board governance, clarify decision accountability, and improve strategic oversight to protect enterprise value.

Who I work with

Supervisory & Management Boards

Private Equity & Shareholders

FMCG Executive Leadership Teams

Functional Heads: Sales, Operations, Finance

My Projects

Sonko / Oshee Group — Standalone Transformation & Value Creation

Role: CEO

Client context: Polish FMCG manufacturer, 20% market share, PLN 200M turnover, 240 employees, part of Oshee Group Challenge: Separate from group shared services, rebuild independent structure, accelerate growth and maximise exit value

Scope of work:

  • Built standalone sales, marketing, and finance functions within four months (45 FTE)
  • Refocused portfolio on 30 strategic SKUs, strengthened distribution quality and execution
  • Optimised operations and redefined R&D process to accelerate innovation pipeline 

Timeline: 07.2023 – 02.2025

Tools: Organisational redesign, portfolio rationalisation, R&D restructuring

Outcome: Revenue +15% YoY, EBITDA tripled, successful sale to Euricom in 2024

Role: General Manager / CEO (Interim)

Client context: Publicly listed hygiene products manufacturer, €40M turnover, 600 employees, CEE presence

Challenge: Reverse sustained losses, restore EBITDA, stabilise cash flow and restructure cost base

Scope of work:

  • Reduced portfolio by 50% and eliminated unprofitable retail contracts
  • Executed workforce optimisation and fixed-cost reduction programmes
  • Rebuilt controlling, budgeting, S&OP and working capital management processes

Timeline: 01.2019 – 11.2019 

Tools: Portfolio rationalisation, S&OP, budgeting frameworks, cost optimisation programmes

Outcome: EBITDA shifted from double-digit negative to positive, multi-million PLN annual savings secured

Role: CEO

Client context: Polish and CEE private label biscuits leader, €65M turnover, 950 employees, three plants Challenge: Consolidate three family-owned entities, professionalise structure, drive growth and prepare for exit

Scope of work:

  • Integrated entities into unified organisation with plant specialisation and lean programmes
  • Rebuilt sales and R&D capabilities, launching 23 innovations within 18 months
  • Strengthened quality governance enabling access to international retail tenders

Timeline: 11.2015 – 01.2018 

Tools: Lean manufacturing, organisational restructuring, innovation governance

Outcome: EBITDA +10% YoY, revenue +15% YoY, successful sale to Continental Bakeries

Role: General Manager

Client context: Ukrainian dairy subsidiary, €40M turnover, 310 employees Challenge: Reverse multi-million euro losses and align operations with group standards

Scope of work:

  • Reconstructed management board and implemented long-term development strategy
  • Launched new fresh cheese category generating 700T sales within first year
  • Installed operational controls aligned with group financial and governance standards 

Timeline: 08.2005 – 08.2009 

Tools: Strategic restructuring, CAPEX planning, operational reform

Outcome: Improved financial result from €-3M loss to €2M profit within four years

Role: General Manager Poland & Baltic States

Client context: Branded dairy leader, €60M turnover, 650 employees, two plants Challenge: Reduce dependency on single category, improve profitability and strengthen market position

Scope of work:

  • Consolidated legal entities and delivered multi-million PLN cost synergies 
  • Revised R&D interface and launched high-impact product innovations
  • Expanded discounter channels and repositioned flagship brand 

Timeline: 09.2009 – 05.2014

Tools: Portfolio restructuring, brand repositioning, supply chain optimisation

Outcome: Fresh cheese moved from loss to profit, market share increased, significant annual savings realised

Role: Commercial Director Client context: Italian cheese category expansion across 7 CEE markets, $28M turnover

Challenge: Shift from export model to structured multi-country commercial organisation with full P&L accountability

Scope of work: 

  • Built structured marketing and distribution model across seven countries
  • Opened modern trade and food service channels accelerating sales growth
  • Managed cross-cultural commercial teams with direct and indirect leadership 

Timeline: 04.2001 – 07.2005

Tools: Market expansion strategy, channel development, multi-country P&L management 

Outcome: Poland sales +38% in two years, Russia sales +200% in 1.5 years

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