Personal details

1. John Sealey
john@jns-consulting.co.uk
John Neil Sealey
7 Alford Close, Redbrook, Barnsley South Yorkshire S75 2SB
Telephone: 01226 321778; Mobile: 07973 745943; Email: john@jns-consulting.co.uk
Category Management and retail industry professional, with extensive blue-chip FMCG, commercial and trade marketing
experience within both retail and manufacturing backgrounds, quick to grasp the “heartbeat” of a business. A proven developer,
implementer and problem solver, with strong attention to detail, at ease in communicating with people at all levels of an
organisation. A tenacious worker, with a goal-oriented approach to tasks; highly computer literate with a number of software
applications. Comfortable working both as an individual and as part of a team. An efficient manager of both time and resource.
JNS Consulting Limited. 2004-
Self-employed interim manager and category management consultant.
Consultancy work:
Fifth Dimension Group Limited. 2009
Category Management consultancy specialising in store layout visualisation.
• Development and delivery of strategic category review work for Johnson & Johnson on the Smoking Cessation category,
including range, space and financial analysis of adjacent categories in the aisle across the top 4 retailers, Boots and
Superdrug, for further utilisation by the Boots Account team in developing whole aisle category strategy
Tate & Lyle Sugars Europe. 2009
Industrial and retail sugars and syrups manufacturer.
• Development and delivery of category reviews for Preserves, Squeezy Sauces and Sugars, for the Co-op and Tesco.
• Co-development of the Sugar “manifesto” – a project to develop a comprehensive review of Tate & Lyle retail sugars
business, complete with market understanding, product and process understanding, and development of the story for moving
their retail sugars to Fairtrade.
CIBA Vision AG (Switzerland). 2005-10
Contact lens and solutions manufacturer.
• Production of several summary insights and actions from consumer behaviour studies conducted in mainland Europe and the
Middle East (2005, 2006).
• Development, commissioning and review of several optical mystery shopper projects across mainland Europe and the Middle
East (2005, 2006, 2009, 2010)
• Development and issue of several documents for the Developing Markets business, including a guide to mystery shopping
including training tools, and development and issue of an optical business growth model development guide (2006, 2007).
• Work with country management teams and data providers to deliver an action plan to calibrate/restate syndicated data to
ensure an accurate read of the local market performance (2008, 2009).
ASDA Stores Limited. 2008
Multiple Grocery Retailer.
• Development of bespoke Category Management training package, and delivery to Grocery Private Label Brand Management
team.
Galleria RTS Limited. 2006
Category Management software solutions provider.
• Development and delivery of a customised category management process and training to Galleria colleagues.
• Delivery of training on Galleria Category Management software tools to clients on behalf of the Company.
Kraft Foods Europe. 2006
Dairy and confectionery manufacturer.
• Production and delivery of a detailed product performance review for the Chilled Foods category in ASDA.
CIBA Vision UK Limited. 2005
• Preparation and delivery of a detailed contact lens market strategic review including development of a 5 year market
projection for sales, market penetration, and manufacturer/retailer performance.
Interim contracts:
Kellogg Sales & Marketing Company Limited (UK). 2009-10
UK subsidiary of Kellogg European Trading Limited – Breakfast Cereals Manufacturer. UK Turnover approximately £600m, 700
employees based at Head Office in Manchester.
Interim Category Insights and Analysis Controller (2010).
• Following restructure, responsible for the definition and development of new team structure including creation and delivery of
new organogram, role profiles and job descriptions.
• Development of team remit, including delivery of core range initiative across the business, and development of comprehensive
insight resource bank for the whole Kellogg business.
• Led and managed the development and implementation of a jointly-facilitated process to develop and deliver whole category
leadership vision, drivers, and tactical plans, for Breakfast Cereals and Cereal Snacking, including alignment of local business
functions and development of customer-engagement plans.
• Active involvement in the recruitment process to fill four incremental roles in the structure, with suitable people from external
and internal sources.
• Increased interface with the European Category Management Director, to co-develop and deliver European best practice on
category leadership coaching and training materials, attendance to represent the UK business at European Category
Management team meetings, and co-development of pan-European category vision and drivers for Snacks and Cereal
categories.

2. John Sealey
john@jns-consulting.co.uk
Interim Senior Category Manager (2009).
• Co-development and initiation of new shopper surveys for both Cereals and Snacks, identifying and addressing shopper,
consumer and retailer insight gaps from previous surveys.
• Development of new core ranging and distribution performance measurement tools, with a view to a whole-business and
channel alignment to brand and SKU priorities.
• Intensive involvement with external business consultancy (TPG) in development of new category strategy and vision for
cereals and snacks category with a view to developing and refining future category management strategy.
• Co-development with the Snacks Brand Marketing Team, of a new consumer segmentation to reflect changing consumer
attitudes and behaviours, with a view to dovetailing with research and roll out to customers in 2010.
Seven Seas Healthcare Limited. 2008
Sub-division of Merck KGAA – British manufacturer of vitamins and mineral supplements. UK turnover approx. £75m, 200
employees.
Interim Senior Marketing Planner.
• Development of business planning models for the Marketing team, defining market and business ambition to 2010.
• Development of new category and business strategies for internal and external customers.
• Assistance in the development of a tailored category management process for use by customer marketing team.
• Development of customer engagement strategy and presentation of findings and action plan to Boots.
United Biscuits UK Limited. 2008
European manufacturer of Biscuits & Snacks. UK turnover approx. £1bn, 10000 employees in the UK.
Interim Senior Category Manager – Impulse.
• Head of Category management team of 5, responsible for development, coaching and man management.
• Development of a sustainable category/customer engagement process for use across supplier base.
• Liaison with sales teams to encourage adoption of category management principles and a disciplined approach to customer
category management.
• Development of strategic plan for Impulse Category in conjunction with Customer Marketing and brand stakeholders.
• Development of category management competencies and understanding across whole of Impulse channel.
Tate & Lyle Sugars Europe. 2007-2008
Global manufacturer of Cane Sugars and Syrups. UK turnover approx. £450m, 350 employees in the UK.
Interim Business Development Manager.
• Day to day management and development of key accounts in Out of Home business channel - portfolio value £10m per year.
Retail business worth £96m in 2007.
• Cleared all administrative backlog caused by gaps in sales team due to illness and absence, notably pricing queries, overdue
customer invoices, and updating of sales plans and forecasts on SAP systems.
Birds Eye Frozen Foods Limited. 2006-2007
Purchased from Unilever by Permira November 2006. Frozen Foods Manufacturer. UK turnover approx. £400m. 300 Head Office
employees, 3000 total.
Interim Senior Category Manager.
• Responsible for the trade sector management and category strategy for Red Meat and Poultry, worth around £115m annually.
• Development of category strategy processes and frameworks for initiating long-term category growth strategies for strongly-
declining consumer markets, including development of a demand side category management process transition and structure
for the new company owners.
• Liaison and management of supply chain, demand planning and forecasting, including S&OP.
• Engagement with key customers to share and co-develop category engagement strategies to drive account, brand and
category performance.
CIBA Vision UK Limited. 2005-2006
Part of Novartis Global Consumer Health. Contact Lens Manufacturer. UK Turnover approx £90m. 200 UK employees
Acting Head of Category Management.
• Responsible for developing industry-leading category management process for organisation.
• Developed and initiated knowledge management system (market information) including thorough review of market data and
consumer insights, involving validation of data sources in the UK, and involvement in renegotiation of service and supply
agreements.
• Development of training and workshop materials to communicate the basic functions of the company’s category management
process, to sales and marketing teams.
Frontline Limited. 2004-2005
A Magazine Distribution business responsible for sales to retailers, of magazines published by EMAP, BBC Worldwide and
Haymarket. UK Turnover approx. £320m. 200 employees.
Acting Head of Category Management.
• Responsible for a team of 6, 4 of which were direct reports.
• Developed structured formal feedback process between publishers and category managers.
Interim Category Manager.
• Used expertise in FMCG category management to develop new analytical tools for the category management team.
• Worked closely with the ASDA business team, developing and implementing Magazine product group restructuring to aid
business analysis and reporting.

3. John Sealey
john@jns-consulting.co.uk
Employed roles:
SC Johnson Limited, Frimley Green, Camberley, Surrey. 2000-2004
A British subsidiary of a family-owned US Household Cleaning products manufacturer. Global sales of approx. $5bn. UK sales
approx. £200m. 150 employees in Consumer Sales Division.
Senior Customer Category Manager.
• Key member of the ASDA business team, based in Leeds, with a direct reporting manager. A key member of the internal
Category Management team, with a specific category champion role on Cleaners.
• Delivered support and consultancy on product assortment, category management, merchandising, business analysis and
category development as part of the category captaincy role
• Formally recognised for performance:
o In 2001 with a Global Excellence Award by the Global Wal-Mart Team;
o In 2002 by ASDA, awarded role of Category Coach, and by SC Johnson with a Manager’s Award from the UK
business for contribution to both Category and business growth in ASDA;
o In 2001, 2002 and 2003 for outstanding sales performance in ASDA by the Global Wal-Mart Team.
Reckitt Benckiser, Hull, East Yorkshire. 1997-2000
A Blue-Chip Household Cleaning products manufacturer. Global turnover 1999, approx. $3bn. UK turnover 1999, £110m. 120
employees in UK Household Products Division.
Retail Category Manager.
• Developed and implemented category management process and capability for the UK business, utilising best practices from
the US business and ECR Europe.
• Co-developed an integrated team approach to new product development utilising expertise from sales and marketing to
facilitate an “aligned view” for presentation to customers.
Superdrug Stores PLC, Croydon, Surrey. 1995-1997
High Street Pharmaceutical Retailer, in 1997 part of the Kingfisher Group. 700 Retail outlets. UK Sales in 1997, £685m. 12,000
employees.
Display Manager.
• Responsible for range and layout merchandising management of the Beauty and Personal Wash categories in all stores
ranging in size from 600ft² to 10,000 ft².
Earlier career pre-1995:
Sheffield Business School. 1994-1995
International Master of Business Administration (Full Time).
Diploma in Marketing – Chartered Institute of Marketing.
East Anglia Federal Co-operative Society. 1992-1994
Space Planning and Merchandising Manager.
• Initiation and development of department and successful implementation of a range management process, using the latest
computer technology and software.
ASDA Stores Limited. 1981-1992
Held a variety of store operational and managerial roles, in stores and head office. Key highlights include being instrumental in the
transition from written to computerised range and merchandising systems, and development of Company-adopted range control
tools.
Education and post-graduate development:
Royston Comprehensive School – 2 ‘O’ Levels – 1975-1980
Barnsley Sixth Form College – 4 ‘O’ Levels – 1980-1982
Barnsley College of Technology – BTEC National Diploma in Business & Management Studies – 1982-1984
ASDA – First Line Manager training programme – 1984-85
Monkwearmouth College of Further Education (Sunderland) – Foundation Course in Retail Management – 1984-85
Sheffield Business School – Master of Business Administration in International Business – 1994-95
Chartered Institute of Marketing – Diploma in Marketing – 1995
References and testimonials are available upon request.