Faisal AlAdhadh

Reporting to the CEO, Role carries P&L responsibility managing a team of 10 managers (Brand, Trade and Digital Marketing ) and a portfolio of 7 FMCG owned brands :
• Lead the Development and submission of the Commercial Strategic plan towards transforming the company to become an international house of brands
• Lead and direct the planning and execution of the Annual Marketing Roadmap of current and future Portfolio of brands
• Lead the Portfolio /New Categories New Products’ Plans
• Direct the Corporate /Brands’ equity building and Brands’ health matrices
• Lead the Development of the Communication plans including ATL, BTL and digital
• Direct the Channel Marketing planning and execution

DCEO Strategy, Investment and Marketing (Consultancy Project), Jeddah, KSA
(Sept.2019 - August 2020)
Reporting to the CEO, a consultancy-based project to support the club managing the transition towards commerciali- zation as per 2030 vision of the sports sector in KSA managing a team of 7 members:
• Lead the Development and submission of the Club 4 years Strategic Plan as per the mandate of the Ministry of sports
• Planned and lead the execution of the MOS Support programs securing a total of SAR 40mn (i.e. Home games Activities calendar, Fan Base expansion, Marketing and full year CSR calendar)
• Lead the development of the Club's Branding strategy supported by marketing activities (e.g. Brand Book, Marketing Calendar, digital marketing strategy)
• Engineered the strategic partnership With Grantify (the Only talents' scouting application in the region)
• Re launched the "subscriptions program" achieving a growth of +40% vs 2019

Head Of Sales, Jeddah, KSA (Nov.2017- May 2018)
Reporting to the CEO, Role carries P&L and Strategic consultancy /Sales KPIs responsibility:
• Manage a team of 5 Channel Managers and 5 2nd Level Managers
· Redesign Go To Market strategy and execute the relevant structural and R&Rs changes
· Design Sales Tracking KPIs Tracking and Strategy
· Plan annual sales targets / channel for both corporate and individual customers
· Promote and Lead cross functional culture to secure support from internal and external stakeholders
· Coach team members to improve key planning and selling skills

Reporting to the CEO, Successfully completed a consultancy based project to support the establishment of the commercial function and to lock the 2017 sales and opertional plans while managing a team of 5 managers and a retail network of 42 outlets across KSA. Project involved working cross functionally internally and externally to achieve the following:
- Supported building the Functional structure of the department and the identification of the relevant R&Rs
- Submitted the 2017 sales/operational budget supported by the needed expansion plan
- Submitted channel optimization plans to improve financial ROIs (assumed a saving of SAR 2mn annually)
- Co designed cross functional processes to improve functional/ operational effeciencies

After 20 years of corporate service, chose to take a corporate career break and started some private investments taking on selective commercial consultancy projects and deploy capital behind real state and stock trading options.
My active search for the right corporate challenge commencef as of 2017 onwards targeting the Commercial sector given the passion and the solid experience relevance.

Head of Channel, : KSA/Yemen, Jeddah, KSA (May 2011-Present) Report to General Manager/Head of SOPS MEA - Saudi Arabia and Yemen. • Lead channel strategy development and execution tactics that resulted in redesigning the distribution model in KSA, and recommend pricing guidelines /channel • Drove cross-functional efficiencies through development/analysis and usage of market/channel intelligence reports; drive internal functional alignment on corrective actions to reenergize opportunities and maintain healthy channel KPIs (Inventory /availability and channels’ margins) • Enforced Channel/Customer Marketing Planning cycles; enhance internal and external execution planning and alignment; managed contracted channel service agency to maintain retail universe relationship to defend Nokia share and generate relevant channel performance reports • Owned and planned sales support funds/customer/channel of up to +$8M/Quarter, guided execution and evaluated ROI vs. channels/customer potential • Supported implementation of best sales tools to enhance sales planning and drive channel TCOs Senior Retail and Customer Marketing Manager, KSA/Yemen, Jeddah, KSA (Nov 2008-Apr 2011) Reported to Head of Marketing - Saudi Arabia and Yemen. • Planned and deployed Channels’ marketing activity calendars End to End with positive ROI as per marketing roadmap, global retail and customer marketing guidelines • Designed new strategy to manage and drive growth of KDR channel in KSA. (Document approved by senior management and put forward for execution) • Worked cross functionally internally with marketing, sales, retail managers and externally with customers, retailers, key accounts and agencies to insure aligned planning and execution • Brought marketing themes to life at Point of Purchase by planning/deploying effective visibility solutions/channel • Coached 1 Retail Marketing Manager towards accelerating growth of Nokia Retail in KSA to enhance consumer experience at channel through specific visibility and consumer marketing activities • Managed $4M Annual RCM Budget for KSA/Yemen for 3 planning cycles

Reported to Managing Director. Managed Team of 5 brand and trade marketing executives/managers.
• Re-launched and repositioned i2 brand in KSA; planned, designed and executed creative and focused media promotional campaigns for consumer awareness/buy of redesigned Brand attributes
• Developed and deployed Trade Marketing agenda across different trade channels
• Supported designing retail expansion strategy including I2 Cafés, I2 digital to serve new brand positioning and deployed plans to drive foot fall

Franchise Manager, East & Centre Saudi Arabia, Jeddah, KSA (Jun 2006-Jun 2007)
Reported to Franchise Director. Volume, share and P&L responsibilities, managed total Beverage portfolio.
• Supported local bottlers to deliver on Make, Sell & Deliver functions to achieve annual volume, share and profit objectives; been the linking voice between PI’s functions and bottlers/distributors management
• Controlled and optimized geographic budget of up to $10M balancing spending between Pull and Push buckets
• Drove in-market regional marketing roll-out initiatives through distribution, visibility tactics and channel activities

Trade Marketing Manager - Non Carbonated Beverages, GCC, Jeddah, KSA (Sep 2003-May 2006)
Reported to Business Development Director, Non Carbs GCC. Volume and P&L responsibilities.
• Launched Tropicana brand in GCC markets end to end working cross functionally and leading teams with 8 distributors and Nemours suppliers and agencies. Grew Tropicana share to 11 % in 06 to become #3 brand in the Chilled juice market in Saudi 1 year after launch
• Drove Pepsi’s Non-Carbonated beverage brands (Tropicana/Lipton Ice Tea) growth in GCC through development and deployment of category growth KPIs’ plans by building local distributors’ capabilities

Category Brand Manager - Confectionery, Desserts & Coffee GCC, Dubai, UAE (Jul 2000-Mar 2002)
Reported to Regional Marketing Manager. Volume, Share and P&L responsibilities of 6 Brands across GCC.
• Managed total $4M brand support budget to design and deploy consumer marketing programs supported by 360° communication plan to drive category and share growth; aligned plans with sales/distributors
• Repositioned Dream Whip brand to develop new marketing plan, TV copy and revamped 360° activation plans
• Drove desserts’ portfolio 2001 volume growth of +6% vs 2000 & +12% Profit growth; achieved #1 spot in GCC Desserts market for 2 consecutive months by launching a fully integrated Ramadan consumer promotion
• Executed complex consumer marketing calendar of 14 consumer promotions with a budget of >$600K across GCC markets; delivered over 20 consumer activities in 1 year

Category Sales Manager, Confectionery, Desserts & Coffee KSA, Khobar, KSA (Dec 1997-Jun 2000)
Reported to Zone Director; P&L accountability Dream Whip, Jell-O, Toblerone, Leo/Maxwell House Coffee brands.
• Drove Volume Shipments targets from plants to local distributors; increased Tone brand supermarket distribution by +10% YOY
• Managed $1.2M Trade Budget; delivered focused distribution investment /Category/channel
• Grew Saudi confectionery business by +39%, Desserts by +5%, Leo brand volume by +25% YOY; Toblerone record shelf share increase +40% YOY, and Dream Whip display share by +10%

Special Projects Assistant Manager, Wall’s Ice Cream GCC, Khobar, KSA (Jan 1997-Dec 1997)
Reported to General Manager Walls
• Sourced incremental volume from Non Traditional Trade; finalized $350K National deal with AlHukair Group achieving exclusivity in 42 amusement parks across Saudi
• Launched 1st Impulse Ice Cream Mobile Van in Khobar; listed Walls Ice Cream onboard Saudi Airlines

Sales Manager Eastern Region, Wall’s Ice Cream, Khobar, KSA (Jan 1995-Mar 1996)
Reported to National Sales Manager
• Managed volume, profit, distribution and share targets with sales force of 16 Saudi Salesmen, 2 warehouses and office staff in Dammam & Hofuf; been accountable for $1.6M assets per quarter
• Achieved highest throughput/cabinet in East of KSA at 36ltrs/cabinet; 90% distribution in supermarkets