Koula Stamatovski

I have successfully planned and implemented effective sales strategies to drive business growth and achieve revenue targets, while maintaining and strengthening key customer relationships to ensure high satisfaction and retention.

By analysing sales performance data and implementing optimisation strategies, I have improved overall sales effectiveness. I influence and support staff behaviours to foster a sales-focused culture and motivate new business initiatives.

Managing key association and referral partnerships, I ensure mutually beneficial collaborations and negotiate sponsorship deals to enhance brand visibility and generate additional revenue streams.

Overseeing all marketing activities, including social media campaigns and the creation of marketing collateral, I develop and execute comprehensive strategies to promote products and services, increase brand awareness, and drive customer engagement.

I have also led negotiations with insurers for the development of offshore / tailored industry products in new and existing markets. Additionally, I inspire a culture of accountability within the entire business through transparent goal setting, regular performance reviews, and implementing an internal recognition programs.

I have developed a high-performing sales team through effective recruitment, training, and coaching strategies.

Due to my exceptional team management skills and high performance, I have successfully led the WA team, the entire GI team, the Sales team, and the HR team. Additionally, I have been actively involved in the day-to-day operations of the insurance account managers, ensuring they maximize retention and growth opportunities within their portfolios.

Provided operational governance and leadership for the Sales & Growth Team, increasing brand awareness across all digital media and successfully launching a new website. Influenced business efficiency and improved staff culture by developing and implementing best practice strategies. Managed partner relationships and oversaw sales funnel development and management.

Led the department in creating and implementing sales strategies and tactics, while ensuring strong financial performance (P&L). Directed the operational management of the sales, growth, and marketing team, focusing on innovation, review, change management, and continuous improvement.

• Creation and implementation of Staff KPI and Development Performance Review template and process
• Direct dealings and correspondence with the Financial Ombudsman Service (FOS)
• Review and reporting of major risks with solution focus to business

In my role, I successfully met sales targets through effective planning and budgeting while implementing and maintaining a strategic business plan that fostered high growth. I excelled in networking, brand promotion, and building key customer relationships, increasing market share in the region. My responsibilities include managing daily branch activities, enforcing company policies, and inspiring and developing staff. I analysed sales and financial data, guided and supported a team of sales representatives, and increase customer satisfaction through targeted relationship management and development.

Additionally, I negotiated favourable contracts, fostered a positive work environment, and developed strong client relationships to drive revenue. My work involved maintaining stakeholder communication, and implementing strategic communication plans.

I partnered with senior staff to develop annual plans and budgets, conduct performance reviews, lead stakeholder meetings, coordinated staff development, and expanded the client base through targeted outreach, all while managing budgets and resources to maximise productivity and profitability.

Re-opened the SA/NT Branch for Hunter, successfully re-establishing previous relationships and developing new ones to increase sales and market share.

Managed the branch effectively, achieving over a 15% increase in GWP and loan numbers in the first year. As a direct result, the SA/NT Branch doubled in size within two years and staff numbers increased within 12 months.