Carl Hide

Full accountability for end-to-end Distribution Centre operations supporting 40+ retail locations.
Key Achievements

Accountable for Dubai region of stores, including business development, process improvement and
implementation. Daily monitoring and guiding direct report store managers regarding business KPIs
including sales, wastage, inventory, store standards, customer service and colleague management.

Key achievements
• Implementation of standardization of process regarding store operations
• New promotion synchronization
• Improved people handling and HR processing.
• Sales growth increased by 20% and improved EBITDA
• Improvement of Availability from 80% - 92%
• Customer service including customer engagement sessions.
• Commercial outreach program for collaboration with neighboring business, schools and institutes

• 45, 000 sqm DC | 30, 000+ pallets
• 3 direct reports | 250 indirect | 200 outsourced staff
• Increased warehouse productivity by 20% SOP
• Led full DC relocation with no impact on store service levels
• Reduced transport costs by 20% and improved fuel efficiency by 21%
• Supported GCC expansion through launch of regional warehouse operations
• Reorganised operational structure to improve communication and efficiency

As store operations manager I was holding full accountability for a 22 site Area of the regions
first discount retailer. Providing strong leadership across a team of 22 store managers and over 140
colleagues.
Key achievements
• Full adoption of the discounter model including training team and improving process and
procedures.
• Successfully opening and implementation of several new branches while improving and updating the
opening model template to reduce opening period by 2 days, saving cost and generating sales ahead
of schedule.
• Delivering positive Like for Like Sales of 28% to help achieve company target.
• Overseeing training and actively coached and developed promising colleagues to further advance
their careers, from colleague to assistant manager as well as assistant manager to store manager,
which in turn boosts moral, productivity and company performance.
• Keeping clear and precise communication between commercial and operations to ensure uniformity
and clear actions carried out in all stores.

Holding full accountability for the areas largest supermarket operating 24 hours. Accountable for
sales ofmore than 43 million AED per year and achieving a growth of 2.4%. As well as supporting
Area Manager by overseeing other branches as well as coaching the leadership team and taking full
accountability of Area whenever needed.
Key achievements
• Leading trials of online shopping, including liaising with a third-party contractor to offer home
shopping resulting in an uplift in sales and company profile.
• Project managed a complete range review of products in the store to drive additional sales while
also reducing write off and slow-moving items.
• Delivering positive EBITDA, by actioning cost saving techniques to reduce utility and staffing costs
while increasing productivity.
• Assisted Area Manager with overseeing new store openings and taking accountability for applying
planograms to match customer profiles and key items visibility.
• Pioneered a new food to go range helping to deliver profitable sales into the stores and the area
whilst generating new customer interest.
• Launched Instashop home shopping.
• Achieved HACCP was Pilot store for Supermarkets first Supermarket in the Company to achieve
this in Carrefour.
• Planned and executed a remodeling across the whole store.
• Training store for managing war on waste projects due to the stores exceptional results.

(Numerous roles across full retail operation whilst working through ManagementScheme
- Last role Section Manager Bakery leading a team of 25) In the bakery manager role
the focus was on freshness, quality and production. With the added impact of
implementing new ranges to improve sales. High levels of food safety and cleanliness
were also advanced by implementing HACCP protocols for safe food handling and
assisting the GM in strategizing for targeting different markets and increasing sales
share percentage against local competition. During my tenure as bakery manager there
was an uplift in sales of 25% and a retention rate increase for the bakery colleagues
whilst also improving the process and SOPs.