Ahad Awaidha

Worked with the partners to establish the operation and put overall business strategy to become the market leader within the industry.

One of 7 board members who present the board of a “15 Billion S.R. capital” publicly listed company in TASI.

Manage a group with diversified businesses in (Indistrial, F&B, Real Eastae and Investments) with direct report to Board

Leading “Eskan” Housing Program (which is one of the 13 executive programs that was launched by H.R.R Prince Mohammed Bin Salman to achieve 2030 Vision) and worked with all stakeholders to achieve the Program KPI’s and improve the execution plan. Q3&Q4 KPI’s were the best compared to previous Quarters.

Appointed to lead the whole group which consists of 10 companies in 4 major business lines (Commercial 2 companies, Industrial 6 factories, Real Estate, and Investment) with direct responsibility for the Group P&L and directly reporting to the Chairman of Board.
Achievements:
--Restructured the whole group in 2014, by working closely with the Board on all aspects of separation of management from ownership. Built a 5 year strategy, working closely with consultants Ernst and Young on a full road map evaluation project.
--Led the detailed re-structure of two factories within the Group (see results under ‘key skills’).
--Transformed the culture from a traditional one to a sleeker model, by creating an authority matrix, shaping the operational management (HR, IT, Finance) and developing stricter policies and procedures to ensure improved efficiency.
--Spearheaded the business planning process to improve synergy and alignment with correct business processes.
--Proactively steered the ERP implementation to eventually monitor all areas of the business across the board.
--Grew the group by 12% in revenue and 22% bottom-line in 2014.
--Increased the Revenue in 2015 on the operation alone (without investment) by 6% and 11% at bottom-line and total group revenue grew by 44% and bottom line by 440% due to outstanding investment portfolio profits.

• Lead the whole Trading Business Unit (that has 3 companies) functions with direct report to the Holding Group CEO.
• Direct responsibility for the BU P&L in order to improve Revenue and Bottom-line through improving the current policies and procedures, sitting up clear strategies and action plans for future, accruing new business lines, implementing any required changes within the current structure or systems and activate the marketing function for the whole group.
• Grew BU revenue by 16% 2011, 12% 2012 and bottom-line by 22% 2011, 35% 2012.

CHIEF MARKETING OFFICER (GM for the Marketing Group)
Bank Albilad, Riyadh, KSA (Jan 2009 - Jan2011)

• Lead the whole marketing group and work closely with the CEO to build the organization vision and long term strategies.
• Guide the process of re-evaluating Bank Al-Bilad brand proposition and design a new proposition that was based on (Brand strength, Customers and Market understanding and overall business strategy)
• Spearhead the process of identifying a new concept to re-launch the bank with the new brand proposition.
• Direct the process of doing a full re-launch plan to target the customers from 360 degree prospective.
• Steer the process of re-evaluating the bank products and redesign them to make them fully automated, more accurate and more efficient.

Regional Insights Manager for all GCC business - GCCNA Business Unit
PepsiCo International, Jeddah, KSA (Apr 2008 - Dec 2008)

• Led and supported the development of the Region's growth strategies and plans in coordination with the relevant regional and local teams.
• Managed all Region-led initiatives, relevant activities with Support Center and local resources, and defining & cascading of frameworks, methodologies and best practices.

Marketing Manager / Head of Marketing (Snacks Business) - GCC Region
PepsiCo International (Saudi Snack Food Co. Ltd), Riyadh, KSA (Feb 2006 - Mar 2008)

• Looked after Snacks (all Salty Snacks except Potato Chips Products) marketing team covering Middle East region.
• Provided directions and guidelines to the team to insure that the marketing plans are executed the right way to achieve business plan numbers and objectives, identified new opportunities in the market and set the long/short term visions/strategies for Snacks category.
• Introduced TC (tortilla chips) segment by launching Doritos in ME region (Jan 2007) . YTD results of the brand show more than 7% market share within all Salty snacks category (versus 3% plan) and dominated the TC segment with more than 98%. June Volume forecast for total 2007 has been revised to triple due to the high brand performance.
• Initiated the relaunch of Cheetos brand with a new marketing strategy focusing on "brand building" activities (Oct 2006) . The brand YTD market share has increased by 4% points versus last year within the Extruded segment.
• Launched Cheetos Twisted in ME region (April 2007), till June 2007 and after 3months only the brand has given additional 2% market share within Extruded segment.
• Led the process of selecting and evaluating a PR company to handle the PR activities for the whole company within GCC. SACCS was the agency selected for that rule.
• Handled total marketing budget of 14.2 Million USD in 2006.

Senior Brand & Sales Manager - Middle East Region
Johnson & Johnson (Middle East), Jeddah, KSA & Dubai, UAE (Jun 2004 - Jan 2006)

• Executed dual responsibility in Marketing & Sales as a 1) Senior Brand Manager for Adult Skin-Care (RoC Brand) and Wound Care Franchises handling Middle East region 2) National Sales Manager in KSA handling and managing the sales team for one of J&J distributors (TAMER) and 3) Country Manager for all J&J Brands in Yemen.
• Led the launch of RoC Retinox (Sep 2004) which was the key to drive RoC sales to double within 4 months (Sep till end of 2004)
• Launched RoC Slim (anti cellulite) which has given 40% increase in RoC sales 2005. The launch was supported with full program including ATL, BTL, PR, presentations and launch conferences within the ME region to announce the product launch to Consumers, Trade and Media.
• Restructured Saudi business by moving Neutrogena from one distributor to the other one. This has given Neutrogena 60% growth in 2005 over the previous year.
• Re-established the business in Yemen by working close with the distributor to analyze the business then discontinue some SKU's and launch others. 2005 sales grow by 45% over 2004.

Brand & Sales Manager - Adult Skin & Hair Care Franchise - Middle East Region
Johnson & Johnson (Middle East), Jeddah, KSA (Jul 2002 - May 2004)

• Responsible for marketing all ASH Brands (PH5.5, Clean & Clear, Neutrogena and Roc) in KSA & Yemen and responsible for (ROC and Neutrogena) sales as (National Sales Manager) in KSA handling and managing the sales team for J&J distributor (TAMER)
• Worked closely with Dubai marketing team to launch Johnson's Body Moisture, C&C Daily Facial Wash and Neutrogena Deep Clean Facial Cleanser and thereby helped J&J to establish its position as the second player within total Skin Care Category.
• Worked closely with TAMER to restructure the sales team and put more investment behind the business. This has given us a 110% growth in 2003 over 2002.

Brand Manager - Infant / Children Franchise - Middle East Region
Johnson & Johnson (Middle East), Jeddah, KSA (Oct 2000 - Jun 2002)

• Responsible for marketing the Baby Franchise in Arabian Peninsula and Levant region.
• Led the re - launch of Johnson's Baby Shampoo in the ME region achieving highest sales and share ever.
• Achieved highest share ever for Baby Bath in the Saudi Market.
• Led the launch of "Top to Toe" Wash in all ME region.
• Handled total marketing budget of around 9 Million USD.

Asst. Brand Manager - Arabian Peninsula Region,
Procter & Gamble, Jeddah, KSA (Oct 1998 - Sep 2000)

• Led the Pert Plus relaunch behind the new "Tonic" concept and delivered a marketing program including three commercials, in-store promotions and an outdoor campaign achieving increase in market share after long period of stagnation.
• Created and implemented an innovative in-store promotion deploying an agency to sample/wash more than one million consumers in the Arabian Peninsula. Results delivered an increase in Pert's trial and awareness levels.
• Qualified via research an outdoor campaign for Pert Plus behind the Saso Seal endorsement proving to be case study and reapplied for other outdoors campaign on other brands.
• Led Crest re-launch focused on "Smile" involving the launch of 2 variants, 2 commercials, consumer promotions and trade events achieving double the size of Crest in the Arabian Peninsula during a period of 6 months.
• Developed an in-store Crest event to drive its "whitening" benefit via point of sale materials, designing "Mr Smiley" character and boosted trials through price coupons.
• Designed a lower trade distribution drive for Crest, focused on enhancing visibility on deployment of display materials resulting in increased distribution in the lower trade and pharmacies by 30%.
• Responsible for managing two brands' marketing plan budget with more than $5 million.

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