Gabriella Mirkai

• Increased client base by identifying new business opportunities and cultivating strong relationships with key decision makers. Managing approximately 30 incoming calls, emails, faxes, change orders per day from existing customers, while introducing myself to potential clients.
• Facilitated regular communication with clients to ensure their needs were met, fostering long-lasting relationships built on trust and mutual respect.
• Developed customized solutions for clients based on deep understanding of their unique pain points, delivering exceptional value and driving repeat business.

• Due to the absolute infiltration of Amazon, Staples, a brick and Mortar store, profits were plummeting.
• Based on my track record of being able to secure long term contracts worth millions of dollars they approached me to become their Business Development Manager to come up with alternate profitable revenue sources. They wanted me to test 14 of their most failing stores. Staples does have a small in-house Printing Plant that I was able to use to get new profitable business.
• For decades, teachers, accountants, lawyers and students were their clients, showing up to buy a few times a year. Now EVERYBODY was buying online and receiving new product delivery in a day directly to their door.

So I had to:

• Embrace Innovative Thinking
• Break Free from Conventional Previous norms
• Push the boundaries of what Staples was known for and what it could actually do and become
• Hopefully create/generate a buzz or a need that only Staples could fulfill
• I approached people that nobody had thought of i.e. a racetrack. (Rexdale&Hwy7 very low traffic store) Within Six weeks we printed every single ticket, entertainment booklet, every celebrity portrait to be signed and outsourced merchandised and that store began to see a profit again.
• In another remote store, very infrequently visited, I used all my research come to learn a local election means that all constituents must receive prior to election many information ballots, program booklets and information on all the candidates. This first printing was a 11"x14" 2 sided blk letter to over 589,000 registered voters. This turned into a 4-year partnership.
• When I left Staples, the 14 Stores that I was tasked to increase profit, increased it's profit by 46.7%.
• Increased client base by identifying new business opportunities and cultivating strong relationships with key decisionmakers.

• In the first 6 months, brought in Long-Term Client Sears Canada and Signed a 2-year contract. Worth $575,000.
• Effectively I became an expert in accurately and flawlessly completing Government RFP's and RFQ's, securing work from Telus, Esso and many Retail Chains. Employed effective problem-solving techniques, increasing client satisfaction ratings.
• Exceeded sales targets by effectively managing a diverse portfolio of products and services.

• Dollco Printing was a very well known High End Family Printing Business run by the Father and two Children.
• At the time they wanted a greater reputation in the GTA, which is why I received a phone call and was hired the next day.
• In the first 6 months I targeted a magazine called Canadian Art Magazine for and signed them to a 3-year contract worth $750,000 per year
• For a Total of $2,250,000.
• Sadly the Family shut down the business shortly thereafter.

• We had outgrown SJP. I developed key relationships with CEO's at Filene's out of Boston, who would follow me, under the same corporate umbrella as the CEO's of Lord & Taylor.
• I had to find a bigger facility to handle the printing, staging, packing and logistics of both the Lord & Taylor, going to the greater NY area and the Filene's, going to the greater Boston area, so I contacted Transcontinental Printing in Owen Sound.
• We negotiated and signed a 2-year contract worth $13,000,000 = $26,000,000.
• No time was lost in transition and we were up and running within 2 weeks delivering flyers into homes across the United States.
• I loved the look, the feel of The Food & Drink Magazine. So I decided to learn all I could about them, their organization and what else they printed or packaged. After 8 months, the contract for The Food & Drink Magazine came up and I had shown myself worthy. I had meticulously looked after smaller projects for the team at L.C.B.O. and they were all very pleased. I loved being in the Press booth adjusting colour with Mark Greene. After all my Father had been a Head Press Man at Heidelberg in Germany. So I was very honoured to negotiate a 2-year contract for $5,000,000 = $10,000,000 with him.
• When Mark told me they never award the magazine consecutively in a row ... I made myself a bet. I knew all about his logistics. They didn't ship all the magazine across Canada at the same time, but had no extra warehouse storage so they outsourced it. That extra cost and those warehouses were not climate controlled or reliable. At Transcontinental we had plenty of space to build them their own climate controlled storage unit (remember their premium paper was very expensive) We operated 24/7 and any of their shipment requests were dealt with promptly.
• Therefore again, I was honoured to negotiated another 2-year contract worth $5,000,000 = $10,000,000 consecutively.

• Prospected independently, developed strategy deployed this strategy and signed a deal to print the Lord & Taylor bi-weekly flyers out of New York. I researched every aspect of their operation. They printed out of Southern USA and Mexico for mailing back into the Greater NYC. I knew exactly what they printed, how many pages, versions, piece per weight and the quantities that they trucked back to the greater boroughs. I convinced them that we could not only print it better because our technology was in some cases 20 years newer ... we special effects!
• Transportation insurance costs driving across country, not damaging any printed priceless products, missing deadline.
• Then the sheer logistics, our plant in Canada was a 1 hour 20 minute drive to New York's biggest Mail Depot in Detroit which I pointed out to them and took them for a tour and dinner. The set-up they had admitted was in place for years, and caused them unimaginable stress and huge losses which were grinding down the profit margins.
• After I put all that information and the amount they would save in cost and peace of mind, it was hardly a difficult sell.
• This deal was worth $11,000,000 for SJP
• I managed every aspect of this account meticulously and scrupulously.
• This symbiotic relationship worked superb and therefore The May Company was asking that I print their flyers for the Boston Department Store Filene's as well.
• After much negotiation all around, I did find a suitable home for the additional work at Transcontinental, Owen Sound. All parties involved were appeased.