Ahmad Khan

Revenue enhancement
• Contributed to review of strategic vision and designed the product packages and prices to support the shift from premium positioning to mass market
• Developed and launched a new product and a new sales channel in collaboration with a cross-functional team which reversed the negative growth trend. Contribution included determination of customer needs, market sizing, product proposition development, pricing and pitch pack design
• Enhanced Online and Telesales volume through website sales funnel effectiveness evaluation that highlighted stage wise drop-off rates and leads gathered. Based on the analysis new features were introduced to improve the customer experience and yield higher sales
• Informed marketing campaigns through analysis of third party and in-house customer data for trends in customer needs and behaviors which impacted seasonal sales and churn during Ramadan
• Identified and addressed churn drivers for premium customers by orchestrating a cross-functional action plan to increase customer life for maximum value extraction

Cost reduction
• Redesigned the commission scheme to incentivize growth instead of existing base for sales partners. Presented scenarios with potential impact on payout and partner reaction to the C-suite
• Optimized the sales network to ensure profitability through productivity analysis

Other
• Improved transparency and accountability towards target achievement by quantification of committed sales uplift initiatives
• Developed an initial feasibility report on launching the franchise sales channel for the C-suite
• Prepared regular board updates on trading activities including sales, churn with corresponding financial impact and recommendations to increase revenue and actions required to mitigate negative trends

• Improved ROI by modelling customer life time and cost based on economic variables and customer churn to identify optimal sales channels
• Stabilized the declining trend in KSA sales by developing market specific initiatives for retail foot print optimization, introduction of new payment channels, outsourcing engineering operations activities
• Enabled the introduction of hypermarkets and electronic stores as a new sales channel by developing a business case, list of potential partners and pitch pack
• Improved sales potential by optimizing customer exposure to point of sales through geographic redistribution
• Designed a dashboard to improve business performance visibility for senior management

Led a three-member team delivering biggest strategic initiative of the year - Business process automation
• Developed cadence for project governance and stakeholder management through detailed project plan documenting risk and issues, mitigating actions and key stakeholders
• Reviewed project scope, timelines and resource allocation with project steering committee to reflect changing business requirements while assessing budgetary impact, qualitative & quantitative benefits
• Initiated additional checks for requirements gathering, workflow designing, test cases development and risk quantification / acceptance for timely project delivery and budgetary constraints

• Facilitated management decisions across various functions by forecasting annual rolling estimates based on historical monthly data
• Analyzed the revenue impact of changes in different metrics such as trade promotional spend, sales-volume mix, product price
• Presented annual results to the leadership team to benchmark company’s financial performance year-on-year & against the business plan

- Successful bidder for USAID-AHAN project worth USD 225, 000
- Responsible for procurement of local and imported goods,
- Managed logistics of 6, 000 kits on time and within budget to the provincial capitals of Pakistan; as a result of which our company was declared a preferred vendor by AHAN

- Priced seven Universal Service Fund (USF) bids worth more than USD 100mn for Fiber Optic & Broadband connectivity projects; successful in winning five
- Ensured timely achievement of USF project milestones in various USF areas through effective monitoring which led to release of subsidy payments as per schedule
- Performed competitive analysis on marketing mix and subscribers’ usage trends and recommended introduction of a new package which enhances sales by approx. 10% the following quarter
- Acted as the interface for the IBM team for the deployment of the Business Intelligence solution
- Conducted monthly profitability analysis of various lines of business (VSAT, WiMAX & Fiber Optic Network) and presented reports with actionable suggestions to improve cash flows
- Analyzed profitability of various sales channels which resulted in promotion of Wateen’s cash cows (direct sales and franchise channel) and development of Wateen’s future stars (affinity channel)
- Determined relationships (using regression analysis) between various variables in the Long Distance and International connectivity business which allowed Wateen to adopt a particular stance while negotiating with other parties
- Determined value of company’s stock, as part of the Pre - IPO process, using comparables technique, which was used by senior management for preliminary discussion with the bankers and other associates
- Assisted in development of financial forecasts for the company wide business plan for the next five years

- Developed the Master Project Plan for the launch of billion dollar telecom operation; as the plan listed sequential activities required to launch the operations it provided direction for all functional divisions along with a system of checks and balances
- Hosted workshops for the Departmental Heads with the aim to eliminate interdepartmental dependencies
- Negotiated intensely to acquire firm buy-in on the dependencies that could not be eliminated
- Demonstrated commercial awareness by being diligent about performance of network implementation vendors. Identified underperformance of one of the vendors as a result of which the contract with the vendor was terminated
- Employed sophisticated application of soft skills as the role involved frequent interaction with CEO and the Departmental Heads (DHs) and leading a team of four foreign nationals
- Mentored the development process of project plans for expansion of Warid Telecom, Pakistan & trained the teams responsible for development of project plans for launch of operations in Uganda and Congo