General Manager Strategy
National Aquaculture Group
Total des années d'expérience :20 years, 10 Mois
• Supporting management on corporate and business strategy
• Designing Beliefs & Boundary systems, Diagnostic control systems, and Interactive controls which will drive strategy execution
• Designing performance measurement and control system for:
o Balancing profit, growth, and control
o Balancing short-term results against long-term capabilities and growth opportunities
• Negotiated debt repayments amounting to SAR 2.5 billion with involving 9 banks and financial institution
• Successfully managed the company in cash crises and brought it to safe zone
• Worked with the Ministry on different growth initiatives to increase sales by 500% to match Vision 2030 targets
• Obtained funds from financial institutions to support business operations
• Led the due diligence process (financial, legal, technical and tax), SPA/SHA to sell 25% shares to an institutional investor including the negotiation of key terms during Y2020-2021.
• Conducted Due Diligences to acquire businesses overseas.
• As a key company representative prepared and presented Information memorandums to governmental funds, private equity, and foreign investors
• Key player in business transformation, increased the top line by 4x and the enterprise valuation by 5x through proper planning and execution.
• Obtained loans to finance projects worth of SAR 1.5 billion.
• Restructured debt SAR 800 million involving three banks.
• Obtained support worth of SAR 1.2 billion from NCPP
• Adopted IFRS standards and VAT
• Automated the payment process and introduced online banking
• Financial Statements automation
• Prepared Financial Models to analyze business and project future growth
• Stress testing, insolvency tests to predict the health of the business
• Conducted due diligence to raise funds from Banks
• Improved the cost accounting system to support decision making
• Cost Volume profit analysis to transform the company into profits
• Product pricing analysis and controlling the give-away weights
• Reduced the DSO by 40 days
• Implemented Oracle based ERP
• Implemented Standard Costing System
• Prepared feasibilities for multi-billion projects including 270-Megawatt power plant
• Arranged both working capital and CAPEX facilities to support expansion and diversification
• Resolved long outstanding sales tax and Income Tax matters
• Converted the business from Partnership to Closed Joint Stock Company
