Firouz Saed Samii

Lootah Industries LLC,
Profile: Group of 45 companies, 5, 500 employees, and diversified international portfolio of Real Estate, Construction, Investment, Trading, Energy and Industrial Manufacturing.
Report to: Board of Directors Team: 1, 350
Group Chief Executive Officer Dubai, UAE Apr 2012 to Date
Strategically requested by the Group Chairman, following success track records of restructuring industrial units, to lead the industrial and trading arm of the group consisting of 12 companies involved in construction, Engineering Services and manufacturing of building materials (Cut & Bend, Wire mesh, Steel Fabrication, Joinery, Aluminium, Glass, Energy, Concrete, Marble, Profile, etc.)
• Recovering from loss of USD 7.2m /Annum by employing effective and efficient manufacturing processes, Reduction of wastage by 12%, upgrading and conducting repairs on 780 units of industrial machinery.
• Generating revenue of USD 450m/Annum with increased bottom line through establishing a new dynamic Sales & Marketing team of 30 from scratch, territory expansion, business development, and increase the number of clients from 38 to 348.
• Applying strict Financial Controls on cost related areas, implementation of ERP Systems, emphasis on collection and reduction of DSO.
• Generating USD 27m from export of goods to GCC and Africa.

Tech Group
Profile: Group of 20 companies with Construction and Real Estate Development at its core and self sufficient for Manufacturing/Supply of various building materials/ Engineering Services.
Report to: Group CEO Team: 180
General Manager (Senior Executive Director) Ajman-Dubai, UAE, Aug 2008 to Mar 2012
Appointed by the Group’s Chairman H.H Sheikh. Nuaymi to restructure the steel manufacturing units of the group with the aim to boost up the revenue and recover the losses of 2 manufacturing and business units (C&B factory 90K MT capacity and Structural Fabrication factory).
• Revamped the supplier base increasing dependability and cost effectiveness, finalized long-term logistics arrangement for smooth supply chain operations, and carrying out a hand to mouth approach to reduce cost of the raw material inventory by 36%.
• Optimised the production capacity by 18.5% through modifying the layout, refurbishing and procurement of right combination of equipment to enhancement the production flow.
• Increased the revenue by 300% (USD43.7m) through improvement of sales and marketing efforts, expanding the territory coverage, and expanding the number of clients to 212.

AL TUWAIRQI GROUP
Profile: Second largest Saudi steel manufacturer with venues in upstream, rolling, and fabrication. Global presence and operation with Annual production capacity: 10 million MT/Annum.
Report to: Group CEO Team: 150
Managing Director Dubai, UAE, Mar 2005 to Jul 2008
Appointed by group CEO to administer change management and turn the company around from loss (USD 45m) to profit and expand the territory coverage from UAE to GCC and MENA.
• Liquidated 80K MT of Steel as dead inventory and injected the gains USD 60m back to working capita. Turned around the company to profitability after three consecutive years of losses by restructuring and focusing on profitable SKUs.
• Increased revenue 48% and reduced the DSO by focusing on exports through smart presence in overseas markets of Saudi Arabia, Qatar, Oman, Kuwait, Bahrain, Iran, and Iraq.
• Increased the supplier network and material turnover enabling the company to enjoy attractive prices and flexible payment terms.
• Reduced operation cost by 10% by Executing in house Recruitment, Training, and Organisational Development on Admin, Sales, Logistics, and Manufacturing teams.

AL FOZAN GROUP,
Profile: With over 70 branches in Saudi Arabia and subsidiaries in GCC and MENA UAE; the group trade/manufacture deformed steel, structural steel, timber, electrical cables, and other commodities.
Report to: Group CEO, Country GM, Team: 25
Sales Manager Dubai UAE, Oct 2003 to Mar 2005
• Overachieved sales targets generating AED 1.2 billion in revenues.
• Built and sustained relationships with key accounts in various categories - contracting companies, steel fabricators, furniture manufacturers & joineries across UAE.
• Successfully carried out projects for special product category as well as cut & bent steel.

Sika Parsian. Tehran, Iran. Feb 2000 to Oct 2003
Profile: Sika Parsian, the Iran subsidiary of the worldwide Sika Group was established in 2000 and markets a wide range of different chemical products. The products presently sold in the Iranian market through Sika Parsian and its channels are imported from our neighbouring and/or overseas sister companies. Total company products included quality control certification from Sika AG Switzerland. With a wide range of product range Skia’s client portfolio included the construction industry, and various industrial and automotive manufacturers/vendor sectors. www.sika.com

Managing Director,
Reported to: Regional Director of MENA. Team: 38
• Factory setup and direct involvement of procurement and installation of packing equipment.
• Spearheaded direct sales and relationship with key accounts for achieving predefined business objectives in both governmental and private sector in various target industries.
• Appointed and managed 4 distribution networks across the territory.
• Developing business plan and delivering volume and revenue.
• Formulated and implemented sales strategies, which led to the fulfilment of sales & revenue targets.
• Headed budget implementation and forecasts that resulted in timely procurement of stocks and professional distribution of goods across territory.
• Ensuring that supply chain necessity for all production lines was established and maintained.
• Participated in various industry events to identify business opportunities and enhance brand awareness.
• Trained the sales team to improve productivity & performance.

Achievements
* Established the company operations in Iran from scratch. Procurement of machinery, structured the department, formed the sales team, set up the supply chain, appointed a network of distributors and dealers across the territory.
* Achieved 113% of annual targets while maintaining healthy sales of mixed SKUs.
* Leading negotiations that resulted in long term supply contracts to governmental projects.

MARUBENI CORPORATION, Iran/Japan,
Profile: The second largest Japanese trading company with 150 branches worldwide and over 5, 000 employees.

Account Manager - Commodities,
Reported to: General Manager Team: 9
• Managed the sales & customer service of various trading commodities (steel Items, oil, Construction machinery, raw material, etc.) to clients in both the government and private sectors.
• Dealing with both private and government sectors for oil & gas, construction, and metal and mines.
• Administered supply chain & logistics for distribution and delivery of goods.
• Arranged training programs for personnel of major customers on standard operating & maintenance practices of the equipment.


Achievements
* Concluded a 5-year long-term contract with the government for supply of CKD manufacturing units.
* Delivered annual revenues of USD 25 million in sales of crude oil, steel, and other commodities.