Regional Director TMEA
Allegion (NYSE: ALLE)
Total years of experience :21 years, 1 Months
REGIONAL DIRECTOR • Allegion Middle East & Africa - Dubai • August 2021 - Present
Allegion (NYSE: ALLE), a $3B+ global pioneer in safety and security in 130 countries
Team: 13 Direct & 50+ Total | $35M P&L | Middle East, Africa, Turkey, Eastern Europe & India Oversight | Business Operations
Brought on board as a last attempt made before regional office closure - capitalized on business turnaround acumen to deliver unbreakable forward momentum and inspirational leadership to a global, multi-billion dollar corporation entering a period of stagnation and slow decline across the MEA region. Led charge to stabilize misaligned organic + inorganic growth objectives, reverse poor financial performance, solve cash flow crisis, and elevate market position—results unachievable by predecessors.
Assumed P&L accountability for $35M region, introducing modern management practices, process discipline and customer perspective as key business priorities, while aligning sales, operations, talent, capital, processes, supply chain and product.
Upon joining, quickly initiated a major review of the regions business operations - assembled a core team of exceptional talent with the verve and voracious appetite needed to revitalize business.
Initiated organization culture change project; established KPIs, built team capabilities and improved communications.
Set the standard in creating a healthy culture that emerge from employees who feel valued.
Restructured supply chain organization and strategically selected vendors, thus improving lead times and saving costs.
Empowered teams with necessary technology and work environment to succeed.
Improved transparency in communications, turning around employee engagement score from 2.6 to 4.2.
Won the largest projects value in the region’s history of $21M+ through teamwork.
Contributed 18.7% to the topline in the first year. Played a pivotal role in acquisition and post-acquisition integration of a $900M Stanley Access Security Business that complimented the organization’s vision of seamless access.
Saved losses and improved EBITDA by 23%+ via divesting a loss making previously acquired company.
Transformed and evolved regional business in challenging international arenas and competitive markets - devised conventional and unconventional strategies grounded in real world analytics. Efforts & Results:
Transitioned current and new stocks to the business partners that reduced working capital by 43%.
New stocks contributed 14% to the top line.
Cut daily sales outstanding from 278 to 164 days. Improved topline by 17%, margin by 4% and bottom line by 37%.
Trimmed organizational costs by 13%, while observing dramatic improvement in productivity and efficiency.
Contributed towards 18% revenue in 2022 by launching specific product solution offerings to new channels.
Established Saudi Arabia, Egypt and Qatar offices that contributed 37%, 11% and 18% revenues, respectively. Onboarded experienced, high impact members that accelerated strategic partnerships and vendor registrations in government portals.
Reestablished positive financials: Accelerated margins and revenues with diversified product and customer portfolio offering value-add services, digital transformation, customer-centricity, vendor relationship structuring, and lean principles.
GENERAL MANAGER & HEAD OF STRATEGIC PROJECTS • DORMAKABA - Dubai, UAE • May 2015 - Present
A $3B+ multinational manufacturer with 17K+ employees globally
Team size: 9 Direct & 53 Total | $30M P&L (MEA & Kuwait) | 18% YOY EBITDA Growth | Turnaround & Growth Strategies
Promoted with progressive responsibilities and an executive charter to spearhead an extraordinary turnaround, halt the decline, and lead the revitalization of the business since its acquisition in 2011. Positioned the organization for profits in the second year, increasing top-line performance by 272%. Improved market share by establishing strategic partnerships, and acquisitions.
Broke down silos to strengthen collaboration and trust between cross-functional departments, enabling rapid resolution of customer conflicts. Bridged gaps between cultures to catalyze change. Built stable management capabilities and a highly disciplined, sustainable, growth‐ready organization. Introduced competitive pricing within existing product groups.
Infused $4.5M in recurring business with 28% EBITDA gains and improved top line by 33% in the fifth year by combating low market share through establishing 3 departments for marketing, strategic projects, and service and maintenance.
Positioned the organization on a competitive edge by forming the strategic projects team focused on quick wins—enabled faster conversions contributing 50% revenues in top line—this model is now used across the group.
Boosted YOY revenues by 21% through establishing trusted strategic partnerships with system integrators, manufacturers, OEM’s, traders, and retail partners.
Increased profitability by 3% - rationalized product offerings, reduced overheads, improved working capital, and aligned supply chain with factory forecasts.
Grew gross profits by 2% and revenues by 500% in strategic product groups by leveraging Artificial Intelligence (AI) to create competitive pricing strategies.
Provide leadership and strategic direction to key business functions, encompassing P&L, budgeting, operations management, compliance management, process improvements, policy development, and strategic business planning.
Built a “One Winning Team”. Reduced staff attrition from 13% to 7%. Improved engagement from 67% to 83% in 2 years.
Added 11% in EBITDA by driving strategic initiatives with government ministries to secure multibillion-dollar projects.
DORMA, a multinational company with head office in Germany, having annual turnover of $2.2b and a strong presence in 56 countries with a workforce of 16, 700 having 75 manufacturing facilities providing premium access solutions - Door Hardware, Automatic doors, Glass Accessories, Security and Access Control and Acoustic Moveable Partitions.
Responsible for creating business opportunities worth $137m in 2014 - 2015.
• Working with Government ministries, project clients, Architectural consultants, contractors and OEM to specify DORMA scope of products in mega construction projects, ensure that these are tendered in construction documents, get approvals at construction stage to finalize a sales deal.
• Active Speaker on key issues related to the industry in various conferences and seminars, both locally and internationally, to increase awareness and raise industry standards.
• Lobbying with influential decision makers who are responsible for setting and enforcing related industry codes and standards like local civil defense, IBC, NFPA, BSEN, ANSI/BHMA Middle East chapters to influence on raising and setting product and service standards and trends to control and restrict competition entry.
• Leading the sales cycle by identifying key projects in the region and tap on stakeholders of the project and involvement in different stages as follows:
Pre approvals from various Government ministries, project owners
Schematic stage of project:
Devising effective strategies to get involved in the project at a very early stage.
Pre Tender:
Working closely with the design architects on their explicitly difficult subjects in their projects, offering free services, and later ensuring the specifications are rendered and tendered with DORMA specifications. Alongside, influencing the project owner’s decision by highlighting the benefits of going with DORMA and its products.
Post Tender:
Delegating to relevant sales representatives to assure quotations, samples, technical and company submittals are delivered to the contractor and commercial agreements are in place, following an understanding of project requirements through initial meetings.
• Dealership Management: Direct the dealers with close invigilation and work alongside to win the project with contractors commercially. For approvals, working with the site consultants on technical submittals to get approvals and to ensure competitor’s rejection (completely on technical basis) henceforth, leaving no room for the contractor to ignite a price war.
• Trader Management: Ensuring that the relevant products are available, well managed and placed on the counters and marketing activities are done. Moreover, promotional activities are done on a regular basis to sponsor customer visits along with events to increase awareness and traffic.
• Creating regular awareness of new products amongst customers and provide consistent product trainings with joint activities to all responsible for dealing with customers. Identify training requirements for internal employees and recommend modules to be taught by external trainers.
Pan Gulf - KSA
Business Development and Sales Manager 2008 To Present
Head hunted from London to oversee the marketing and business development operations for construction and building materials within all the cities of the Kingdom.
• Responsible for identifying and targeting high end clients and specifying the related products for the project at its ideation and conception stage after specializing in various product range of the organization with extensive training at head offices in London and Germany.
• Collaborating with related consultants, architects and contractors in recommending them with complete technical help for their ongoing project thus, easing their work.
• Planning, directing and analyzing market research and analysis to determine potential market for related products and services opportunities, including consumer research plans, collecting and analyzing competitive intelligence data to identify market trends and potential competitive influences.
• Interpreting sales performance of the products, identifying key issues, opportunities, making recommendations and formulating information into professional sales support materials and presentations.
• Maintain an excellent standard of customer service by explaining choices and providing recommendations ensuring customer and business needs are met. Providing in depth training to sales staff for them to meet the sales target in the competitive market.
Ellys Pvt. Ltd. London, UK
Assistant Business Development Manager 10/02 To 06/05
Joined as business development executive and had recorded an exceptional growth rate gaining 3 promotions consecutively, heading a team of 8 executives and 2 team leaders.
• Responsible for developing new business relationships, generating and negotiating new income for the organization to an agreed annual target of £300k invoiced revenue and increases year on year
• Responsible for identifying potential customers, lead generation and appointment setting, actively managing the sales process: sales team, customer acquisition, retention and increase its base;
• Conducting market research to study the latest market trends and consumer preferences and to determine potential market for related new products and services.
Achievements
• Awarded as the best employee of the year in 2004 - 2005 for over achieving the sales target of £300k to £735k and hence promoted to the position of Assistant Manager.
ICM Research, London London, U.K
European Marketing Research Coordinator 05/2002 - 09/2002
International Communication and Marketing Company based in London, providing strategical solutions for Marketing Strategies, product development, turnarounds, amalgamations, mergers and acquisitions, management and corporate changes, market and consumer research.
• Responsible for collecting and analyzing data to evaluate existing and potential product and service markets and their feasibility for clients like Lilly, HSBC, Proctor n Gamble, Unilever, BBC, NEXT, SCH, etc
• Responsible for identifying and monitoring competitors and research market conditions or changes in the industry that may affect sales, new product development, consumer behavior, trends and issues.
• Conducting Marketing Research and surveys throughout the Europe and the rest of the world.
• Participating in the quantitative analysis, report writing, presentation to the client for the strategies recommended based on extensive analysis of the primary and secondary data.
Hyundai Motors India 10/99 To 02/02
Senior Marketing and Sales Advisor (Automobiles)
Joined as Sales Consultant and promoted to Senior Marketing and Sales Advisor having recorded an exceptional growth rate, selling varied segments of Automobiles in the local market.
• Responsible for acquiring and selling automobiles of all segments to the potential costumers through identifying their needs and wants and propagating competitive advantage in the local market and strive to maximize market share hence positioning the brand.
• Strategically alliance with various banks like ICICI Bank, Standard Chartered Bank, HSBC, ABN Amro Bank to plan for the best hassle free auto loan deals available for customers under one roof, ensuring minimum interest rate and maximum payouts.
PASSED WITH FIRST DIVISION SUBJECTS TAUGHT: strategic Management •General Management •Marketing Management •Marketing Of Services •Sales Management •Product Management •Brand Management •Marketing Research •Research Methodology •Financial Management •Cost Accounting •Management Accounting •Operation Research •Quantitative Techniques •Managerial Economics •Supply Chain Management •Production Management •Entrepreneurship Management •Human Resource Management •Project Management AWARDS RECEIVED: •Received the Best Student Award in the MBA program •Stood first in English Debate held at national level •Stood first in Business Quiz held at state level •Awarded ‘Man of the Series’ in football tournament