Denis Jurman

• ● Took ownership of end-to-end operations execution (warehouse, distribution flows, master data, operational KPIs).

• ● Acted as single accountable owner between operations, IT, finance, and executive leadership.

• ● Defined and enforced operational rules, decision logic, and escalation paths across functions.

• ● Led operational teams through high-pressure stabilisation phase with zero disruption to customers.

• ● Established performance governance (KPIs, dashboards, cadence reviews) for executive decision-making.

• ● Prepared operational foundations for scalable growth and multi-site expansion.

• ● Designed and established a centralized Competence Center, aligning logistics operations with corporate strategy and long‑term digital objectives.

• ● Executive member of the Logistics Collegium, a senior leadership forum responsible for strategic direction, investment prioritization, and governance of logistics operations across the organization

• ● Led and developed a specialist team of 8, influencing operational performance across 400+ logistics employees.

• ● Owned budget planning, cost control, and investment prioritization with clear ROI accountability.

• ● Acted as business product owner between operations, IT, and external vendors across WMS, yard management, analytics, and reporting solutions.

• ● Defined enterprise standards, governance models, and escalation forums enabling scalable system rollouts.

• ● Partnered closely with C‑suite leaders on strategic initiatives, transformation roadmaps, and performance management.

• ● Drove technology adoption and process standardization, improving productivity, data quality, and service levels.

• ● Led organization‑wide change initiatives ensuring sustainable adoption of new processes and systems.

• ● Consultant for the General Manager overseeing operations in Slovenia and Croatia, providing strategic insights and recommendations to enhance pharmaceutical distribution.

• ● Leading the implementation of a Customer Relationship Management (CRM) system, improving customer engagement, sales tracking, and overall operational efficiency across both countries.

• ● Developed a high-level production management overview, ensuring optimal stock levels and minimizing stockouts, supporting consistent sales and customer satisfaction.

• ● Developed executive‑level production and inventory management overviews to reduce stockouts and write‑offs.

• ● Established data foundations enabling accurate reporting and data‑driven decision‑making.

• ● Implemented supply‑chain risk mitigation measures ensuring business continuity.

• ● Drove continuous improvement initiatives across operations and reporting structures.