Building teams for more than eight locations.
Managing and growing a Christmas-market business to more than eight simultaneous locations and over 120 employees employed at the same time.
Building the business
I was involved from the founding phase and built and scaled the business in a management role. My responsibilities included recruiting, personnel management, training, project and product development, product optimisation, marketing and improving sales processes.
A new team every winter
We operated more than eight locations simultaneously and employed over 120 people at the same time. Recruiting, onboarding, training and coordinating local teams were central responsibilities.
Results
The business grew to more than eight simultaneous locations and over 120 employees employed at the same time. My work focused on coordinating teams, improving sales processes and maintaining dependable seasonal operations.
What I learned about sales
Crêpes are a familiar product. I was interested in what turns recognition into an impulse purchase and how visible queues influence that moment. We trained staff to approach visitors and start conversations early, positioned menus to support queue formation and deliberately adjusted the pace of service to maintain the intended queue. We also used the aroma of cooking to attract visitors.
Learning from the queue
This “queue intelligence”, as I call it, taught me how customer interaction, menus, aroma and service speed work together. It was a practical lesson in sales psychology and scaling familiar products in direct consumer sales.
Scaling B2C consumer products
Over five years of experience scaling B2C consumer products: building teams, improving sales processes and coordinating reliable seasonal operations.