I grow revenue through the partners who take a product to market: negotiating agreements, onboarding them, and building the plans that help them sell. Four years in FMCG and alcoholic beverages.
"Nicole stood out as the best of my class this year."Annamaria Conti, Professor of Strategy, IE Business School
Over three years at Pernod Ricard, from distribution development to key account management, I grew revenue through the partners who take a product to market. I renegotiated three contracts with two major clients, led a $4M campaign for wholesale clients, and built a Sales-Coverage Dashboard adopted across the Andina Region. Each result came from the same habit: understanding what a partner needs to win, then building a plan both sides believe in.
Working with AB InBev as a client, I negotiated a 20% increase in product onboarding in northern Peru by reading trends and staying close to the relationship. I also wrote a Point of Sale Execution Manual used to onboard sales representatives. This taught me that channel growth is rarely won at the negotiating table alone. It is won in onboarding, training, and follow-through.
I'm completing a Master in Management at IE Business School, with coursework in channel management, key account management, and B2B marketing. I want to work where partnerships are the route to market, in B2B, technology, and SaaS, and I remain a strong fit for FMCG.
From distribution development to key account management, I worked with distributors, wholesale clients, and a $7M modern trade portfolio: negotiation, planning, and execution.
Six pieces of work from Pernod Ricard, told the way a channel role would ask for them: the account, what I did, and what changed.
I have not sold software. I have built and grown channels, and the mechanics carry over. Here is how I see the match, and where I still have to learn.
Distributors, wholesale clients, and modern trade accounts took our products to customers I could not reach directly.
Agencies, resellers, and integrators take the platform to theirs.
A Point of Sale Execution Manual to onboard sales representatives, a kick-off event for wholesale clients, and product onboarding with AB InBev.
Training and objection handling, so partners can sell with confidence.
A high-season sales plan, clear targets, and a coverage dashboard adopted across five countries.
Joint business plans with targets, and pipeline tracked partner by partner.
Renegotiated contracts and a 20% increase in product onboarding with clients I already had.
Add-ons and expansion through co-sell and resell.
SaaS business models and their channel structures (resell, referral, and co-sell), and CRM and partner management tools such as Salesforce. My working tools so far are Excel, Power BI, and SAP.
At IE Business School I'm building the theory behind what I did in the field: channels, key accounts, B2B marketing, and AI for commercial decisions.
How products reach customers through distributors, wholesalers, and retailers, and how those partners are chosen and managed.
Planning, negotiating, and growing strategic accounts.
Positioning and go-to-market for business customers.
Applying AI tools to marketing analysis and execution.
Using AI to inform commercial and strategic decisions.
Three MIM projects, framed as customer and channel stories: how a customer decides, how a market is sized, and where the growth is.