Piotr Majorowski

majorowski.eu · piotr@majorowski.eu · linkedin.com/in/piotr-majorowski-9739913a

Retail · Product · Brand licensing

Retail insight. Product expertise. Brand growth.

I connect hands-on retail experience with product management, commercial partnerships and brand licensing to identify opportunities and turn them into practical growth plans.

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Currently
Retail Manager, CEE & Nordics
In commerce since
2005
Scope
CEE · Nordics · Baltics · Balkans
PIOTR MAJOROWSKI

About

One business, seen from several sides

I have spent my career on both sides of the same table — running stores and teams, then managing products, distribution and the relationships with the retail chains that buy them.

That order matters. Because I started on the shop floor, a listing has never been an abstraction to me: it is shelf space, stock cover, a team's time on a Tuesday morning and a customer who decides in a few seconds. And because I later built portfolios and sales budgets, I know what has to be true on the supplier's side for that shelf to stay full.

Most commercial decisions look obvious from one desk and impossible from the next. My job is usually to find the version that works from both.

Today I work in brand licensing, which sits on top of all of it. A licensed programme only works when the brand, the supplier and the retailer each see their own reason to commit — and when someone keeps the plan moving after the meeting ends.

For a partner that means practical conversations: what a category manager needs in order to defend a decision internally, what a distributor needs before committing stock, and what a store team needs to make it work on the floor.

Experience

A career built along the whole commercial chain

From 2005 to today, from the shop floor to brand licensing. Roles that ran in parallel are marked as such — no period is counted twice.

Career at a glance Each bar is a role, placed on the years it ran. Select one to open it below.

Brand licensing

Product & distribution

Retail partnerships

E-commerce

Retail operations & teams

Own business, in parallel

01.2025 — Present

WildBrain CPLG

Retail Manager, CEE & Nordics

Building retail programmes for licensed brands with key retail partners across Central & Eastern Europe and the Nordics.

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  • Developing relationships with key retail partners.
  • Sales strategies and growing brand presence at the point of sale.
  • Market analysis, identifying opportunities, coordinating promotions and reporting on results.
  • Scope also extends to the Baltics, the Balkans and cooperation with partners across Europe.
09.2017 — Present
Parallel activity

MAJOR RESULTS

Owner

My own business, run in parallel with my in-house commercial roles since 2017.

08.2024 — 12.2024

Navy Blue OÜ

Product Manager

Consumer electronics lifecycle management — PC accessories, gaming hardware and SD cards.

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  • Managing the product lifecycle for consumer electronics, including PC accessories, gaming hardware and SD cards.
  • Product strategy together with market and competitor analysis.
  • Working across sales, marketing, logistics and suppliers.
  • KPI analysis and negotiating terms of cooperation.
01.2023 — 04.2024

ELKO Poland

Business Development Manager / Product Manager

Developing the Ninebot–Segway brand in Poland and opening new business accounts.

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  • Developing the Ninebot–Segway brand on the Polish market.
  • Acquiring business customers and identifying new sales opportunities.
  • Preparing commercial offers and executing the sales strategy.
  • Working with the international head office.
03.2020 — 12.2022

FAST POLAND

Product Manager

Portfolio, pricing and distribution, with responsibility for the sales budget and the margin level.

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  • Managing the portfolio, pricing, distribution, stock and forecasting.
  • Responsibility for the sales budget and the margin level.
  • Go-to-market strategies for the product range.
  • Supporting the sales team.
04.2015 — 06.2018

MODECOM

Retail Chains Director — promoted from Retail Chains Specialist

Two roles and a promotion within one company, working with retail chains from the supplier side.

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Retail Chains Director 05.2016 — 06.2018
  • Promoted to lead the retail chains area in May 2016.
Retail Chains Specialist 04.2015 — 04.2016
  • Cooperation with retail chains.
  • Negotiations and commercial offers.
  • Pricing policy and sales analysis.
  • Development of distribution channels.

Retail & commercial foundations

2005 — 2015

Ten years in stores, teams and field sales. This is the part of the business every later role refers back to — and the reason I read a commercial plan from the shop floor upwards.

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03.2014 — 02.2015

Makro Cash and Carry Poland

Sales Department Manager

Leading a sales department — the team, the plan and its delivery.

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  • Managing the team.
  • Planning and delivering sales.
  • Market analysis and relationships with key customers.
  • Reporting.
04.2013 — 02.2014

Rossmann SDP

Store Manager

End-to-end management of a retail unit and its team.

04.2011 — 03.2013

Alshaya Group

E-commerce Specialist / Store Manager

Two roles: managing a store team, then developing the brand online.

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E-commerce Specialist 09.2012 — 03.2013
  • Developing the brand online.
  • Growing traffic to the group's sites.
  • Analytics solutions.
Store Manager 04.2011 — 10.2012
  • Team management.
09.2005 — 03.2011

Tesco

Section Manager

Managing a team of 60 people, together with customer service.

2005

Empik Group

Assistant

Where my career in retail started.

Expertise

Six areas, one commercial logic

Each of these came out of a job rather than a course. Under every heading is what it means in practice for a partner.

Retail Operations & Team Leadership

From assistant to store and section manager between 2005 and 2015, including a 60-person team. A plan eventually reaches the people who have to run it, so mine account for space, stock and a team's real week — not only the numbers.

Built at

Retail Partnerships & Negotiation

Working with retail chains from the supplier side: offers, pricing policy, terms and joint plans. I prepare proposals a buyer can defend internally — and I stay in the relationship after the listing is signed.

Built at

Product & Portfolio Management

Portfolio, pricing, stock and forecasting across consumer electronics, PC and gaming accessories and personal mobility. With the sales budget and the margin on my side of the table, a range gets planned around what it has to deliver.

Built at

Sales Strategy & Distribution

Go-to-market plans, channel development and distribution structure, backed by market and competitor analysis. The test of a strategy is whether a sales team can actually run it, week by week.

Built at

E-commerce & Market Development

Online brand development, traffic and analytics from my e-commerce work, later applied to winning business customers and opening new channels. Online and offline are two routes to the same shopper.

Built at

Brand Licensing & Retail Activation

In my current role: identifying opportunities, matching brands to retail partners, coordinating promotions and reporting results across CEE and the Nordics. Licensing works when every side sees its own reason to commit.

Built at

A connected perspective

Six points that only make sense together

Commercial problems are usually handed over one department at a time. Because I have worked in most of these places myself, I read the whole loop — what a decision at one point does to the other five. Pick a point to trace its connections.

Store

The floor is where every plan is finally tested — against shelf space, stock and the team's time.

Customer

Ranges, prices and promotions are all answers to a question the shopper asks in a few seconds.

Product

A portfolio has to earn its shelf: the right range, the right price ladder, the right stock cover.

Distribution

Availability is a strategy, not a logistics footnote — a plan is only real where the product actually is.

Brand

A brand gives the category a reason to be chosen, and gives the retailer a story for the season.

Partnerships

None of it happens alone: licensor, supplier and retailer each need their own reason to commit.

European focus

Markets I work with

My current scope covers Central & Eastern Europe and the Nordics, and extends to the Baltics and the Balkans — alongside day-to-day cooperation with colleagues and partners elsewhere in Europe.

Central & Eastern Europe

The core of my current scope. Dense discount and drugstore networks, strong private label, and a promotional calendar that sets the rhythm of most of the year.

The Nordics

Fewer but larger players, and longer planning horizons. Programmes are agreed early and expected to be executed precisely.

The Baltics

Compact markets where the right regional distribution partner matters more than sheer volume.

The Balkans

A mix of international chains and strong local retail, where local knowledge decides how a plan actually lands.

Wider European collaboration

Beyond those regions I work with colleagues and partners across Europe — aligning brand plans that cross borders, comparing what works in one market against another, and keeping a pan-European programme consistent where it has to be and local where it pays to be.

These are the markets my work covers — through retail partners, licensees and distributors. They are not places I am based in or employed in.

How I work

Five steps, in this order

Nothing exotic — but skipping one of them is the most common reason a good idea never reaches the shelf.

Understand Context first

I start with the partner's own context: category priorities, calendar, constraints, and how success is measured on their side of the table.

Identify Where the gap is

Then the gap — an unserved segment, a season with no plan, a brand that fits an audience the partner already has.

Connect The right sides

I bring the right sides together — brand, supplier, retailer — and make sure each of them can see its own reason to commit.

Execute Dates and owners

A plan with dates, owners, volumes and materials. Most of the value sits in the follow-through, not in the presentation.

Improve What actually happened

Results reviewed honestly against what we expected, and the next cycle planned on what actually happened.

From the blog

Latest notes

All posts

16 September 202616 września 2026 3 min read3 min czytania

What a new listing actually costs a store
Ile naprawdę kosztuje sklep nowy produkt na półce

A listing looks like a commercial decision. On the shop floor it is four separate costs — and only one of them appears in the margin calculation.

Wprowadzenie produktu wygląda na decyzję handlową. Na sali sprzedaży to cztery osobne koszty — a tylko jeden z nich widać w kalkulacji marży.

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28 August 202628 sierpnia 2026 2 min read2 min czytania

Three reasons, not one: why licensed programmes stall
Trzy powody zamiast jednego: dlaczego programy licencyjne grzęzną

There are at least three signatures behind a licensed programme, and each one is defending a different problem. Plans stall when they answer only one of them well.

Za programem licencyjnym stoją co najmniej trzy podpisy, a każdy z nich broni innego problemu. Plany grzęzną, gdy dobrze odpowiadają tylko na jeden z nich.

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14 July 202614 lipca 2026 2 min read2 min czytania

The promotional calendar is the plan
Kalendarz promocyjny to jest plan

In most of the markets I work with, the calendar decides more than the strategy deck does — and it runs at noticeably different speeds depending on where you are standing.

Na większości rynków, z którymi pracuję, kalendarz decyduje o więcej niż prezentacja strategiczna — i biegnie z wyraźnie różną prędkością, zależnie od tego, gdzie się stoi.

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Contact

Let's talk

If you are looking at a retail or brand opportunity in Central & Eastern Europe or the Nordics — or you just want a second opinion on a commercial plan — write to me.

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piotr@majorowski.eu