Full control of the sales process and inventory is crucial - actively managing inventory by tracking business drivers at the deal level to maximise the monetization of each impression. Supply (with help of Revenue Management and Commercial finance) needs to understand potential of each market (considering customer base, local specifics, purchase power) and manage the salesforce in a way that high potential markets are served before markets and categories with lower potential - our sales people need to become growth partners. Toolsets and processes which will allow us to work with remote salesforce (although we need to do local hires and test sending sales people to streets again) - with proper visibility of activities and smart load planning (assigning right deals to right sales reps, etc).  Huge focus on existing merchant partner base with active management of accounts. Stream owners (BDs, MDs, Live, Travel, including 3PIP) have full understanding of their value proposition and performance within the marketplace to optimise it for Groupon's benefit. We explore new go to market strategies like franchising, agency models and private label type of setups to maximise growth potential.

We cover mid and lower funnel marketing channels, from SEM to ROI-driven Display, Influencer Marketing, and video & TV advertising. Actively exploring new marketing channels is key. A deep understanding of the performance of individual deals, locations, and categories enables us to invest in areas where we can grow profitably. Promoting WOW deals and tracking their success through assisted conversions is helping us to acquire new customers.. Mid-funnel marketing channels are leveraged to enhance Groupon's visibility. We define and create several strong seasons over the year where we can drive extra demand to special occasions or leverage last-minute purchases.

Serves as the forefront of the merchant partner and consumer experience. GO must operate in a structured manner while prioritising customer satisfaction, which is vital for Groupon's sustainability. Although commercial owners across the company monitor daily performance, GO identifies issues early on from feedback across our marketplace. Understanding the value and costs involved is crucial so that all processes and workflows are evaluated from the perspective of stakeholders like consumers requesting refunds, merchant partners clarifying invoicing, or sales representatives setting up deals. GO will drive improvements across Supply, Product, Marketing, Finance, and potentially other departments by highlighting product flaws and inspiring enhancements. Advanced analytics will equip other departments with the tools for in-depth analysis and straightforward understanding of customer issues (via SaltedCX).

We aim to expand our boundaries, taking ownership and understanding of search & relevance on the platform while monitoring performance. Guiding other departments on how to enhance their marketplace contributions, from Supply planning and delivering better inventory to Marketing driving more traffic cost-effectively. In collaboration with Commercial Finance, there's a profound grasp of marketplace drivers like lifetime value and repeated purchases, ensuring teams focus on impactful metrics and projects. We aim to become pricing experts, continuously refining the optimal selling price by both optimising and tailoring our promotional pricing and discount strategies.

Responsible for operating and evolving our platforms to be cost-efficient and supportive of the business. The overall (non-capitalized) cost of P&E and tech tools should be below 15% of our revenue at the current size and decrease as we scale. High project prioritisation requires a comprehensive understanding of impact and a strategic approach to design, with engineers and engineering managers working closely with business and commercial owners for efficient project development. Cost visibility is integral to initial project scoping discussions, ensuring engineers appreciate the value from the outset. P&E is poised to spearhead enhancements across all consumer (B2C) and business (B2B) domains, working synergistically with all departments. With cost-effectiveness being our primary focus, we remain open to outsourcing with external providers and considering the acquisition of turnkey solutions available in the market.

Enabling our growth and removing legacy structure roadblocks, characterised by a flexible, pro-business attitude, complemented by the critical oversight of commercial finance to concentrate on needle-moving projects and activities. Commercial Finance, in tandem with Revenue Management, possesses a deep understanding of marketplace drivers such as lifetime value and repeated purchases, ensuring teams like managed channels are focusing on relevant metrics and their projects are genuinely effective. The internal financial reporting allows us to prepare “P&L” type of outputs on geographical level so that we can empower mainly Supply to build org structure where regions can have leaders responsible for full P&L. Same approach applied internally so that individual departments (mainly P&E) are supplying services and the department consuming the service is fully aware of the cost to promote entrepreneurial and full ownership approach.

In our new hybrid working world we are fostering a culture of productive communication. We care about ensuring we communicate the right information, at the right time and in the right way to ensure the best outcome. If we see too many comments in our Jira and Asana we jump on a call. We endeavour to meet with other team members as much as possible, carving out time for meaningful interactions that build trust, relationships and drive projects to successful completion. Communication is at the heart of driving our performance culture, aligning our teams to our north star, recognising great work, showing our Values in action and supporting our managers and leaders to do the best they can every day. Communication is the life blood of any business and we continually look to gather feedback and evolve our skills and the support we offer to the business, ensuring that information flows seamlessly and facilitates successful outcomes. 

Our HR department aspires to be the engine that propels our company's success through a focus on people. We envision a future where we empower individuals to develop their full potential by providing comprehensive training programs, with a particular emphasis on nurturing strong middle management. This will enable them to effectively lead and inspire their teams, fostering a collaborative and dynamic work environment. We are committed to streamlining internal structures and processes to create a culture of efficiency, utilizing data-driven insights through quarterly KPIs to continuously optimize our operations. Recruitment will become a strategic function, leveraging best practices to attract and hire top talent who align with our company values. New joiners will be welcomed with a seamless onboarding experience that integrates them into the team, fostering a sense of belonging from day one. We believe in fostering career growth, and aim to establish clear career paths and progression opportunities within each team. This will be supported by a robust mentorship program, where experienced employees can share knowledge and guide the next generation of leaders. Through these initiatives, we strive to create a thriving workplace where employees feel valued, empowered, and equipped to achieve their goals, ultimately propelling our company to reach its full potential.