Emad Aly Abdel Hamid

As the Business Head at Lyve Global, I am responsible for driving business
growth and optimizing P&L across the GCC countries. I lead the last mile
delivery operations, ensuring efficient logistics and supply chain management.
My expertise lies in streamlining last mile delivery operations to enhance
customer satisfaction and increase profitability.

• Directed efforts to expand business and optimize profitability in GCC region.
• Managed end-stage supply chain processes to enhance operational
efficiency.
• Optimized logistics processes to drive higher customer satisfaction rates.
• Monitored staff performance and developed improvement plans.
• Monitored and reported on key performance indicators, providing actionable
insights for continuous improvement.
• Crafted and maintained a performance-driven culture, recognising and
rewarding top talent.
• Led strategic planning and execution to drive business growth and market
share expansion.
• Negotiated high-value contracts with suppliers and clients, securing favourable
terms.
• Analysed market trends to identify new business opportunities and areas for
innovation.
• Directed cross-functional teams to deliver projects on time, within budget, and
to specification.
• Supported employee morale and well-being by developing positive practices
centred on career development and individual job satisfaction.
• Advised senior management on facilities needs and delivered ongoing
operational support.
• Managed organisational resources to meet administrative and operational
needs whilst adhering to budgetary guidelines and meeting quality and
• schedule demands.
Facilitated professional development workshops, upskilling staff and promoting
a culture of learning.
• Fostered relationships with key stakeholders, enhancing brand reputation and
stakeholder trust.

As the General Manager at Lyve Global, I am responsible for driving business
growth and optimizing P&L through strategic decision-making and effective
leadership. My expertise in logistics, supply chain management, and last mile
delivery operations has enabled me to successfully lead the last mile delivery
operations, ensuring efficient and timely delivery of goods to our customers. By
implementing innovative solutions and streamlining processes, I have played a
key role in the success of the companys operations.

• As the General Manager at Lyve Global, I am responsible for driving business
growth and optimising P&L through strategic decision-making and effective
leadership.
• My expertise in logistics, supply chain management, and last-mile delivery
operations has enabled me to successfully lead the last-mile delivery
operations, ensuring efficient and timely delivery of goods to our customers.
• By implementing innovative solutions and streamlining processes, I have played
a key role in the success of the companys operations.
• Recruited and hired staff for organisational vacancies and enforced consistent
policies across workforce.
• Crafted and maintained a performance-driven culture, recognising and
rewarding top talent.
• Developed and executed marketing strategies, increasing brand visibility and
market penetration.
• Monitored and reported on key performance indicators, providing actionable
insights for continuous improvement.
• Directed cross-functional teams to deliver projects on time, within budget, and
to specification.
• Coordinated strategic plans for administrative services management and
optimisation to best use available resources.
• Set up business contracts, obtained signatures and processed paperwork.
• Modelled business processes to identify strengths, weaknesses and
opportunities for improvement.
• Attended conventions to represent organisation, gather information and help
build new partnerships.
• Advised senior management on facilities needs and delivered ongoing
operational support.
• Sourced vendors and suppliers for business needs and negotiated terms for
optimum service delivery.
• Implemented rigorous cost-control measures, reducing operational expenses
by 15% year-on-year.
• Drove digital transformation initiatives, increasing efficiency and streamlining
processes.
• Compiled information and produced graphs to assist with financial reporting
and budgetary management.
• Orchestrated the successful merger and integration of two competing
businesses.
• Championed customer service excellence, achieving a 95% satisfaction rating
in client surveys.

As the General Manager at Lyve Global, I am responsible for driving business
growth and optimizing P&L through strategic decision-making and effective
leadership. My expertise in logistics, supply chain management, and last mile
delivery operations has enabled me to successfully lead the last mile delivery
operations, ensuring efficient and timely delivery of goods to our customers. By
implementing innovative solutions and streamlining processes, I have played a
key role in the success of the companys operations.

• Led strategic initiatives for P&L optimization and business expansion.
• Achieved success in driving efficient and prompt deliveries through strong
leadership in logistics and supply chain management.
• Played a key role in company success by introducing efficient methods.
Managed logistics operations, coordinating transportation, warehousing, and
•
inventory control to optimise supply chain efficiency.
• Responded to customer enquiries and complaints regarding delivery issues,
maintaining high levels of customer satisfaction.
• Directed daily operations to achieve maximum efficiency and productivity.
• Negotiated rates and contracts with transportation and logistics providers with
favourable outcomes.
• Delivered solutions to logistics problems while maintaining high levels of service
within budgetary requirements.
• Coordinated with sales and manufacturing departments to ensure timely
delivery of products to customers.
• Recorded purchases and supply movements to maintain accurate records.
• Recommended optimal transport modes, routes or frequency to reduce
delivery times.
• Scheduled transportation of outgoing goods to meet customer requirements.
• Maintained required inventory levels at minimal cost.

• Managing existing and upcoming locations of Man’oushe Street in Oman.
• Implementing and maintaining an exceptional level of customer service, and ensuring that all the staff are trained and aware of all the techniques adapted.
• Checking, recording, and organising the existing and future inventory, this requires floor activity in the warehouse and in the units.
• Following up and communicating with the franchise in any queries, updates, and reports.
• Tracking, managing, and organising all the delivery activities in the units. This covers, dispatching activities, driver’s schedule, and training for the employees on roads and techniques of the delivery process.
• Implementing and executing an extensive schedule of hygiene and cleanliness. This covers the units’ full hygiene from utensils, equipment, communal areas, Dine In area, and FOH area.
• Take action in any recruitment activity for the unit. This involves finding the right candidates with the necessary skills for the required position.
• Record all customer complaints, and make sure to resolve each and every complaint in a manner that will not impact the service and the overall reputation of the restaurant.
• Print all the required reports after finishing your shift, and make sure that you always double check the cash and card reports before handing over. In addition to that, ensure that all the franchise forms and paperwork is always up to date (Daily Briefing, Chillers Temp, Customer Complaint Sheet…)
• Organise and plan the working schedule of each unit. This involves an efficient and effective planning of employee’s schedule that will ensure flexibility and proper level of productivity.
• Ensure all paper work is completed to a high standard.
• Daily Quality and Quantity inspection of (Food, Tables, Chairs, Internet, electricity, machines…).
• To work as directed by the management of Al Fateh Investments at the locations required.

• Increased the number of delivery orders significantly 900% from 500 orders
to 4500 orders monthly using delivery tricks and coordination with the online
food delivery portals i.e. Talabat, Akeed, direct delivery.
• Increased the monthly revenue from 4500 OMR to 18000 OMR (400%).
• Improved the Marketing team performance and productivity, reached 20k
following the brands social media platforms in 3 month organically.
• Improved the on-time delivery from 40% to 95% withing the first 3 month.
• Controlled the delivery complaints percentage from 35% to 6% month-on
month basis.
• Controlled the dine-in complaints from 40% to 8% by improving the food
quality standards, improving the equipments quality and outdoor seating area
facilities, as well as decreasing the preparation time.
• Improved the SOPs, to ensure that all teams are aware of each procedure, in
addition to know-how training and follow up.

• Increased the number of delivery orders significantly 900% from 500 orders to
4500 orders monthly using delivery tricks and coordination with the online food
delivery portals i.e
• Talabat, Akeed, direct delivery
• Increased the monthly revenue from 4500 OMR to 18000 OMR (400%)
• Improved the Marketing team performance and productivity, reached 20k
following the brands social media platforms in 3 month organically
• Improved the on-time delivery from 40% to 95% within the first 3 month
• Controlled the delivery complaints percentage from 35% to 6% month
on-month basis
• Controlled the dine-in complaints from 40% to 8% by improving the food quality
standards, improving the equipments quality and outdoor seating area
facilities, as well as decreasing the preparation time
• Improved the SOPs, to ensure that all teams are aware of each procedure, in
addition to know-how training and follow up

• Increased the total number of monthly orders by 40%, and the overall
delivery revenue by 35%.
Improved the overall KPIs for the call center agents, achieved 90% per agent
in average.
• Improved the APC (Average per call) from 130 seconds to 60 seconds in
average, which increased the agents productivity from 60 calls to 115 calls per
shift (90%).
• Improved the AHT for the online orders from 60 seconds to 42 seconds per
order in average, which improved the overall agents productivity by 50%.
• Lowered the cost of operations (Petrol consumption/headcount/etc..) by 30%.
• Improved the on time delivery by 35%, and the total number of complaints by
60%.
• Increased the drivers productivity and availability through efficient scheduling
and distribution among the branches, continues training on food safety
procedures, safe drive techniques, and soft skills.

• Increased the total number of monthly orders by 40%, and the overall delivery
revenue by 35%
• Improved the overall KPIs for the call center agents, achieved 90% per agent in
average
• Improved the APC (Average per call) from 130 seconds to 60 seconds in
average, which increased the agents productivity from 60 calls to 1 15 calls per
shift (90%)
• Improved the AHT for the online orders from 60 seconds to 42 seconds per order
in average, which improved the overall agents productivity by 50%
• Lowered the cost of operations (Petrol consumption/headcount/etc..) by 30%
• Improved the on time delivery by 35%, and the total number of complaints by
60%
• Increased the drivers productivity and availability through efficient scheduling
and distribution among the branches, continues training on
procedures, safe drive techniques, and soft skills

Manage the call center by assisting the agents to deliver an exceptional customer care to
the customer through continuous training and coaching about new techniques. As well as
measuring the overall performance of each agent and set an action plan to enhance his
performance.
● Handling escalated complaints and ensure 100% of customer satisfaction of unsatisfied
customers.
● Attending operational meetings and provide a clear visual to the management about the
call center growth as well as the customer service part.
● Reporting to the higher management about the overall performance of the whole company
for all branches about daily, weekly and monthly complaints, outbound calls and zones
performance when it comes to sales and this stuff.
● 24/7 customer care center, 5 languages, 50 employees are my daily bread.

• Increased the sales per agent by 70%, 8 seconds decrease in customers
waiting time, AHT dropped by 38% to be 1m30sec, increased the revenue per
successful call by 20%, call abandonment dropped by 50%, As well as
decreased the cost per call by 25%
• Improved the satisfaction ratio by 42% by decreasing the number of
complaints, improving the on-time delivery percentage and the food quality
standards
• Controlled the after-call-work time by 63% as well as the customer on-hold time
• Controlled the time lost due to technology issues by 70% by liaising a better
technology, as well as improving the tech infrastructure
• Decreased the online-orders handling time by 57%, increased the orders
handling efficiency (Error in data) by 81 %
• Developed call center best practice training programs to match with the latest
industrys standards

• Resolve 600+ weekly customer inquiries via phone and email, consistently
exceeding targets.
• Pioneered development of improved system for following up with unsatisfied
customers, reducing customer churn by 6%
• Trained and mentored 40 new employees on conflict resolution, JIRA, and
Zendesk CRM.
• Proposed more efficient call script to reduce average customer handling time,
which was well-received and implemented by management.
• Achieved 97% average customer satisfaction rating to date, surpassing team
goal by 12%.