احمد شاهين

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.