chief commercial officer
Alskiaka
Total years of experience :19 years, 8 Months
STRATEGY & EXECUTION: Introduced customer perspective and effective management practices as key business priorities. Created long-term marketing strategy and executed strategic business direction across all departments, including purchasing, finance and capital investments. Restructured and added effective new business functions, and transferred the company from divisional to category management structure. Created a decisive competitive advantage by nurturing strategic alliances to partner with leading international brands, and to negotiate exclusivity.
LEADERSHIP: Reorganized senior management personnel, fostered personal accountability in each employee, and built a cohesive, growth-focused team. Rectified subpar performance by directing a results-oriented culture change companywide through development and implementation of KPIs focused on sales, growth and cost savings achievements. Regularly lead executive meetings in Cannes, Dubai, Geneva, London, Madrid, Milan, Paris, Rome and Zurich to discuss strategy and direction. Prepare and report company results to the Board of Directors.
Turned around 6 years of losses (2003-2009) and delivered YOY improvements, culminating in 186% growth in operating income and a staggering 2800% EBITDA growth in 2015/2009. Slashed costs by $3M without any staff layoffs while increasing net profits from -$8M to $11M. Increased market share 3.6 times.
Repositioned store portfolio to right-size stores, close under performers, and grow the outlet segment to maximize revenue and profitability. Led comprehensive real estate strategy to change mix of channels, which resulted in current mall-based stores and opening of new high-margin outlet stores in remote yet profitable areas.
Increased retail network by 187% from 8 to 15 department stores, excluding additional 5 stores currently in the final construction phase.
Updated product line to fill holes in all categories and listed new brands to fill segmentation gaps that now account for 30% of total sales.
Consistently achieved competitive store growth 11-21% over the last 5 years ― in contrast to competitive that was set to 5-16% annually.
Produced $200K in annual savings by integrating redundant infrastructure and consolidating all non-store support functions (Buying, Allocating, Planning, Marketing, IT, Real Estate).
Assigned to temporarily manage and improve the performance of the fashion arm of the group along to current assignment at Paris Gallery. Founded in 2003, provided high-end fashion brands through a franchise network of stand-alone boutiques & flagships in Saudi market. Portfolio of brands: Burberry, Salvatore Ferragamo, Etro, Moschino, Dunhill, Aigner, Roberto Cavalli, Ferrari and La Perla.
Leadership: Overseeing the daily operations and responsible for improving the performance, productivity, efficiency & profitability of Branded Boutiques through the provision of effective methods and strategies. Full responsibility for the P&L. Managed and supervised 5 direct reports in addition to stores teams. Reliable for formulating and executing expansion strategy..
Execution: Managed commercial terms with suppliers to maximize financial benefits; e.g. Inco-Terms, contributions, etc. Managed, motivated and appraised brand managers/sales teams; set KPIs for retail operations and prepared succession plan. Oversaw staff trainings; set encouraging incentive programs to boast sales; ensured optimum level of customer service is rendered to customers. Directed the seasonal buying and OTB budget preparation with consideration to sell-thru achieved in each line/collection. Implemented new stock management system based on actual sell-thru%; set stock-control measures to prevent stock losses. Approved ATL/ BTL activities, set annual marketing budgets for each brand and ensured brands value and credibility were identified by end consumers. Monitored full implementation of brand identity in KSA market and brand visibility is optimized inside all stores/points of sales. Increased market share and maintained proper brand positioning. Project management for new brands and existing brands expansions including real estate negations and agreement, construction and opening procedures.
PGR is a brand management FZCO established to manage the prestigious brand MONTBLANC within the retail chain Paris Gallery in all regions and locations.
LEADERSHIP: Managed $16M annual sales budget and $450K marketing budget across advertising, sales events & promotions, and relationship marketing. Provided overall leadership to employees to include accountability for the results of retail sales across the region, performance management, and implementation of company HR and HSE policies. Or Reported to Brand Director.
STRATEGY: Created strategic annual sales plan for the region and prepared product forecasts. Launched and managed achievement of sales targets for new products, and coordinated product launches. Conducted market studies, monitored market trends, built and gained approval for business cases, and obtained marketing support.
Aligned and allocated resources, and assigned territories and sales targets to each sales supervisor and salesman according to identified potential. Monitored adherence and sales on a daily basis. Personally made visits to all key customers to maintain strong working relationships and ensure consistent sales.
Created and fully executed a 3-year sales & marketing strategy that doubled market share, increased sales to $36M, and improved brand awareness through brand repositioning.
Drove same store productivity to record sales per square foot by transitioning marketing strategy from a mass media communications program to a consumer database marketing platform.
LEADERSHIP: Set yearly master budget for entire division broken down by brand encompassing P&L, sales forecast, manpower requirement, advertising and promotions, asset expansion and new POS. Led, managed and developed a sales team comprising 5 sales supervisors and 23 sales associates. Set KPIs for each team member, monitored individual and team performance, and provided constructive feedback to enhance achievement of goals. Managed all principal communications, revised division brands and led contract negotiations. Reported to General Manager.
STRATEGY: Established KPIs for each brand and category. Improved assortment and product offering by acquiring new brands and product lines. Reallocated brands according to customer preferences across multiple different regions. Reassigned space for each brand within showrooms according to brand forecasting income per square meter. Monitored market trends and competitors. Approved marketing activities executed by brand managers.
Credited with increasing sales by 320%
Made strategic decisions on retaining or removing certain brands based on each brand’s previous sales history, stock situation, and future growth plan. Placed emphasis on finding new ways to increase customer satisfaction through key brand additions. Maintained steady growth of Paris Gallery market share as a luxury retailer of fashion accessory products by closely monitoring market trends and competitors.
Catapulted portfolio sales from SAR 5.8M to 16.2M over a 3-year period, an increase of 320%.
Prevented stockouts and pile-ups by meticulously monitoring stock movement and managing inventory
levels. Successfully depleted old stock through aggressive commissions and marketing initiatives.
Recruited 4 months before graduation by regional company specializing in technical
systems integration for the leisure and food services industries.
LEADERSHIP: Managed sales division for restaurants’ point of sale in the south-east region covering Tennessee, South Carolina, Kentucky, Alabama and Arkansas, which included sales of hardware, software and complete installation contracts. Built annual budget including P&L, sales targets, operating costs, commission schemes and media plan. Managed all communications and negotiations with suppliers, and followed up on delivery status and contract achievements with all clients.
STRATEGY: Developed a marketing plan and a market database targeting small and medium businesses. Adapted new products to extend product offering and assisted with new product selection process. Designed and executed sales advertising and promotional plans and activities.Managed the sales division for the POS” point of sale” division in the south east region included the states of Tennessee, South Carolina, Kentuky, Alabama and Arkansas. The division was responsiable for the sales of hardware, software and complete installation contracts.
Established steady revenue by selling major installation contracts to national restaurant franchises. Increased sales and turnover by winning bids and contracts with leading franchise restaurants including O’Charley’s, Pizza Hut and Domino’s. Opened and maintained new sales markets and achieved target market share in new markets.
Increased company niche market share by 60% within a 1-year period.
Worked for the Business Office of Information Infrastructure & Networking Services Department.
-Reviewed contracts from different IT solution providers, evaluated lists of vendors and suppliers, and compared offers to maximize division benefits. Evaluated student technology fees in relation to future expansion and network service upgrades in conjunction with state and federal funds. Phased out obsolete network and computing equipment through public and internet auctions.
- Designed a new contract offering internet access with low monthly fees to students and staff in the goal of providing service on cost with no profitability ― but also with no cost bearing on the division’s side.
- Marketed new internet service though printed campaign in campus daily newspaper and via handouts to students and staff.
- Significantly contributed to a feasibility and benefit study conducted to turn the campus network from switched to routed network.
GPA 3.75/4.0 Marketing concentration and 3.5/4.0 overall GPA. Completed all course work and projects for graduation. Courses and projects covered the following: Product management, brand management, integrated marketing communication, CRM, new product development, Sales & demand forecasting, supply chain management, operations, logistics and procurement. Over 60% of all assignments are completed in team settings. 100% of tution was earned through on campus Scholarship. Internships: I was selected to complete my internship with Procter & Gamble HQ.I participated in the Sure deodorant project which was aiming to reposition the deodorant to new user segment .The internship included the following: • Conducting a market survey in various sites on the deodorant’s user profile in order to re-construct the user data base. • Comparing the design of the product’s packaging to those offered in the market. • Price analysis of the competing products in the market and suggesting new MSRP taking in consideration the cost associated with the production. • Presenting a new re-lunch campaign targeting a consumer segment aging 30-35 mid- mid high earning working singles. • Graduation Project Worked in a team to provide Bank of America with new marketing concept which would increase customer satisfaction and loyalty to the bank services. The project targeted the small business owners (annual income < 150K) The proposed service was a weekly money & check pickup which allows the business owner operator to make deposits with out spending the time to commute back and forth to the back. This service allowed small business owner to benefit from the back service without having to close down their business to make trips to the bank. The service proposed was agreed upon by Mr. Warren Jenkins BoA vice President, New Business Development. The team was rewarded for the efforts and the idea. The project covered all aspects of marketing, logistics and financial issues
Completed the Microsoft network engineer track which included the following courses: • Managing Windows NT 4.0 workstations • Managing Windows NT 4.0 Servers • Internetworking TCP/IP over Windows NT 4.0 Servers • Managing windows IIS sever • Network engineering essentials and basics Another course for the Cisco Certified Network Associate was taken later in 97 but never completed the certification exams.
Graduated with Good clasification grade.