Adnan Khalid Butt Butt

Direct company operations to meet budget and other financial goals.
Direct to make an outstanding plan in which we are making a group of workshops chain which can change company’s business structure.
Direct short-term and long-range planning for budget development to support strategic business goals. Establish the performance goals, allocate resources, and assess policies for senior management. Demonstrate successful execution of business strategies for company products and services.

• Collaborated with the Transformation Office and McKinsey & Company to
spearhead customer acquisition initiatives, achieving a 7% increase in Petromin
Express and 12% increase in Petromin Auto Care customers, surpassing targets
with a 9% growth in revenue.
• Strategically launched customer acquisition programs focused on Customer
Lifetime Value (CLV), leading to the creation of new business streams and driving
141% growth in CLV revenue.
• Led the digital transformation of acquisition channels, resulting in an 11%
increase in online lead generation, significantly expanding customer reach and
engagement.
• Enhanced customer journey experience, achieving a CSI of 92% for Petromin
Express, 96% for Petromin Auto Care, and a NPS of 74% for Stellantis, driving
measurable improvements in customer loyalty and satisfaction.
• Executed kingdom-wide training programs for over 6, 000 staff, significantly
enhancing service knowledge and consistency across all locations to elevate
customer experience standards.
• Launched a comprehensive training program for PAC, which included course
design, curriculum development, and the implementation of an online digital
training platform.

• After-sales record business enhancement in service and spare parts. Customer
count increased by 159% and Genuine parts sales increased by 42% .
• Launch of value chain programs and products at all departments for better
customer retention and long-term business sustainment (PM, MRS, MFS, PM
parts etc).
• Established the showroom to operate in line with Toyota standards and
collaborated with teams to instill best practices, streamlining operations and
promoting uniformity.
• Addressed pivotal customer complaints to maintain a top-tier Customer
Satisfaction Index (CSI), setting industry benchmarks.
• Launched EM-60 from ground-braking until launch, monitoring and
implementing Toyota standards.

Toyota G.T Motors 2010 / 2014
A 3S company with Toyota dealership. In 2010 I joined the company as General Manager I
worked for good progress and growth in business. The work force consists of a total 179
associates. I also won 3 awards and 6 certification awards from IMC for Toyota G.T Motors.

• By improving and optimization in different areas the company achieved 522%
revenue growth in 4 years.
• Aftersales target setting and achievement of 100% above in customers and parts
sales targets.
• Launched advance level Toyota operational standards.
• Deployed a performance enhancement strategy, anchored by weekly KPI
focused activities and disseminated precise monthly sales, KPIs, and CSI.
• Initiated regular dialogues with the assigned distributor team and management to
discuss sales targets, customer retention activities and identify improvement
opportunities.
• Regularly convened with the sales team to update product information, fostering
confidence and bolstering performance after sales launch in assigned markets.

Toyota Garden Motors 2008 / 2009
A 3S company with Toyota dealership. In 2008 Toyota Garden has made a huge construction in
Pakistan for better and quick service, for good progress and growth in business. The work force
consists of a total 80 productive staff. I also won 2 certification awards from IMC for Toyota
Garden Motors.
Manager After Sales
Hyundai Gujranwala Motors 2007 / 2008
A 3S company with Hyundai dealership

• With team development and business planning we achieved 89% revenue
growth in a year.
• Established and nurtured relationships with existing customers ensuring repeat
business, while proactively identifying and swiftly addressing service center
challenges to ensure top-tier service delivery.
• TSA-21 training for all front desk staff for better selling process.

• After team trainings and different types of marketing, we achieved 140%
revenue growth.

A 5S company with Toyota dealership. In 2006 Al Futtaim generates EM section for better and
quick service, for good progress and growth in business. The work force consists of a total 39
associates.
Job Controller / Service Advisor
Liberty Automobiles Company. LLC (General Motor) Sharjah UAE 2002 / 2005
Responsible to give better service to the customers. Responsible for make rate list on web site,
Productivity. This three star company with GM dealership, during my time here we achieve ISO
9001 and ISO 1400 awards. The work force consists of total 15 associates