An interview with Alexandros Kosenas, CEO of Neptun International
As Neptun enters a new phase of growth, the company is taking a decisive step forward, bringing its operations across the region under one unified structure: Neptun International. This transformation marks more than an organizational shift; it reflects a clear ambition to scale faster, operate smarter, and strengthen Neptun’s position as a leading regional digital retailer.
At the center of this transition is Alexandros Kosenas, who was recently appointed CEO of Neptun International. In this interview, he shares the vision behind the move, his priorities in the new role, and what this evolution means for employees, partners, and customers.
Neptun has successfully operated as separate entities for years. Why is now the right time to unify into a single “Neptun International” structure?
Because the business has reached a level of scale where operating country by country is no longer the most efficient model. We already have experience, market presence, and strong teams in place. The next step is to connect these strengths under one structure so we can move faster, create synergies, and prepare the company for the next phase of growth.
You are transitioning from CEO of Neptun Albania to CEO of Neptun International. How does your experience shape your strategy?
Albania has been a strong learning ground in terms of growth, competition, customer experience, and transformation. I have seen what works in practice and what does not. My approach is not to copy one country model everywhere, but to transfer best practices, discipline, and a growth mindset across all markets.
What is the core objective of this restructuring?
The goal is simple: to make Neptun stronger, faster, and more scalable. We want one direction, better coordination, and stronger execution. This requires a structure that supports both efficiency and future expansion.
What are the immediate benefits of moving to one unified structure?
The immediate benefits are better coordination, less duplication, and faster sharing of know-how. It also creates stronger alignment between countries and helps us standardize key functions such as commercial planning, marketing, systems, and operations.
How will decision-making evolve under this model? Will the company become more agile?
Yes, it should make us more agile. Country Managers will remain close to their markets and customers, while the international structure will provide direction, priorities, and support. The focus is on clear roles, faster decisions, and stronger accountability at both local and international levels.
Will this change improve resource optimization across markets?
Yes, and we are not starting from scratch. We already have synergies developed over recent years. A unified structure gives us more room to coordinate procurement, negotiate better, and align key commercial priorities. The same applies to marketing—sharing campaigns, tools, and standards while still adapting to local realities.
What is your message to employees across the region during this transition?
My message is that this is a positive step. It is about creating more opportunities, stronger support, and a bigger future for business and for our people. Change always brings questions, but our intention is to build something stronger together, not to distance ourselves from local teams.
Will this create new career opportunities across countries?
Yes. One of the key benefits is that talented people can now see a broader path for development. We want to encourage the movement of know-how, cross-country exposure, and more international opportunities for strong performers.
How will you build a unified culture while respecting local identities?
We aim to build a common Neptun culture based on values, performance, teamwork, and customer focus. At the same time, each market has its own dynamics and customer behavior. So, the culture should be unified in principles but flexible in its local expression.
From a customer perspective, will there be noticeable changes?
Yes. Customers should experience a more consistent and stronger Neptun, both in stores and online. This means better standards, improved service, stronger assortments, and a more modern omnichannel experience.
Will this accelerate digital transformation?
Absolutely. A unified structure allows us to align priorities and avoid fragmented efforts. Areas such as e-commerce, loyalty programs, systems, and customer data can move forward more effectively under one common direction.
Are there successful initiatives that will now scale across all markets?
Yes. We already have examples of successful product categories, services, and customer programs in specific countries. These can now be transferred, adapted, and scaled across the region.
How does this impact your relationships with global partners?
It strengthens our position significantly. We become more relevant as a regional partner, with a broader footprint and a clearer long-term vision. For global brands, this means working with one stronger platform instead of a fragmented structure.
What message does this send to BALFIN Group’s partners?
It shows maturity, ambition, and long-term thinking. It demonstrates that Neptun is building a serious regional business with stronger structure, better governance, and higher strategic value.
How will Neptun’s competitive advantage evolve?
Our advantage will come from combining local market closeness with international scale. We understand our customers locally, but now we can operate with greater strength, efficiency, and speed at a regional level.
What are your priorities for the first 100 days?
First, ensuring clarity in the new structure and responsibilities. Second, aligning priorities across countries. Third, identify key synergy areas where we can quickly create value. And finally, keeping teams focused, engaged, and confident during this transition.
Does this structure support future expansion?
Yes, absolutely. A unified structure creates a stronger platform for entering new markets. It becomes easier to expand when you already have central model and regional management experience.
What is your final message to all stakeholders?
This is a growth move. It is about building a stronger Neptun for the future, with the ambition to become a leading digital retailer. Stronger for employees, stronger for partners, and stronger for customers.
