Partnership Management Specialist
Granada Tourism, Ltd.
Total years of experience :23 years, 5 Months
"On late March Joint H2O Concept Company as a “Management Consultant ”, whose board of directors decided to dispose all shares, to support their core operations in KSA, my focus was to take over from ex-GM and manage the sales process and operation during the transition period.
Reporting to the Chairman, on 2 lines:"
- Progress with consultant appointed as exclusive financial/legal adviser, including the screening of potential Investors, preparation of Teasers and IM, meeting shortlisted candidates, negotiations and manage the sale process
- Manage operations of Company, setting new FY 2013 Plan, making sure Business as usual, tackle uncertainty and motivate staff, manage Suppliers relationship and keep sales and productivity on track.
Recruited to drive increases in market share and to achieve long term sustainable growth. Leading three country business units, with overall operational responsibilities for GMs and management teams.
Streamline processes and standards to align all managed companies under the Lafarge Corporate umbrella to reduce cost, utilize resources and improve quality.
Launched Nationalization project for Oman Business Unit to meet and align with government manpower guidelines resulting in 33% increase in competent Omani Staff.
Recommended policies to improve controls and minimize business risks of health & safety and credit.
Introduced marketing & sales framework and designed a fit for purpose organization structure throughout the companies to achieve business results.
Spearheaded sales, client acquisition, and business development through distributors in new markets across 87 countries in MESAF region. Reported to General Manager-Aviation and managed a team of 26.
Directed formulation of business strategy, improved the offerings to customers, and increased customer penetration/coverage through direct and indirect sales.
Increased Indian market share by 7% with private aviation customers
Overcame competitor’s monopoly and achieved successful market re-entry, Winning first tender in 10 years with M.O. Defense/Indian Air Force.
Restructured the business model for Shell Aviation Lubes and Specialties in South Africa which grew sales of top-tier accounts and attained 15% market share on overall product portfolio.
Launched African business model, set up distributorship to cover marketing and sales in Kenya and East Africa. In recognition awarded the Executive VP Award in 2009 for substantial growth in Africa
Lead the Aviation team throughout the STREAMLINE project to achieve one global operational platform, which went live with smooth transition in 2011
Enhanced RTM strategy to achieve top and bottom-line development goals in Asia-Pacific, North Africa and Benefrux cluster and managed successful RTM projects in those geographic regions. Managed 16 employees; reported to Global Marketing Manager.
Developed strategic alliances and channel partners, including roll-out of Lubricants Distributorships. And delivering Indirect Channel Excellence program training for Channel Team.
Turned around declining market-share in China, and executed Route to Market project, that increased indirect sales by 7% and Increased key accounts by 35%.
Set up clear criteria and KPIs in China which reduced channel-conflict complaints by 65% from customers and distributors.
Planned and implemented the B2C Lubes strategy project in Thailand, including liquidation of subsidiary company, and the re-employment of staff to the appointed distribution partner.
Management of Commercial and Operational activities including business development, key accounts, channel and sales in existing and emerging markets across multiple regions. Managed 40 reports; reported to Regional General Manager-MECAS.
Strategized and implemented initiatives to grow new/existing business, enhance revenue and profitability
Countered competitors’ attack on Qatar Petroleum Company lube business by establishing and leading crisis team to differentiate Shell offer and secured 3-year contract.
Positioned Shell as first among international suppliers to enter Iraqi market, selecting high-quality distributor with strong FMCG network in Iraq. Exceeded 2004 targets by 25%, despite significant deterioration in security situation.