Chief Executive Officer
Diet Center
مجموع سنوات الخبرة :35 years, 2 أشهر
Is responsible for leading the development and the execution of the Company’s long term strategy with a view to creating shareholder value. Currently managing over 900 employees with three production facilities throughout the Kingdom and five major revenue streams. Led a pipeline of new category innovation and commercialization of products and projects.
Provided global strategic sourcing procurement and change management services, with world-class techniques in supply chain and logistics throughout the Group. Achieved over 5-20% savings in cost cutting within 4 months.
BIN JABR GROUP (Defense, Industrial & Technology) Abu Dhabi, UAE Apr/10-Present
Chief Operating Officer of BJGHI (reporting to Group Managing Director) -Abu Dhabi, UAE
General Director & Vice President of the Automotive Division to BJ Group (reporting to the President) -Jordan
Overall leadership of one of the leading industrial companies in UAE. Has full P&L responsibility for over $90 million manufacturing operations in UAE and Jordan, serving several industries throughout the world. Primary mandate is to steer rapid growth of the company through the creation of new JV's in the region and abroad. Designed and implemented a strategy for the Group which yielded over $90 million USD in liquid cash for the Group during the first 26-months.
TATHMEER (Member of the B.E. Intl. Group -Management Consulting) Dubai, UAE Sep/06-Mar/10
Chief Operating Officer (reported to the CEO)
Overall accountability for a regional management consulting Infrastructure Company. Operations include Opportunity Analyses, Business Planning, Supply Chain Development, IT Management Solutions, Security Services, Branding & Design, and Human Capital Management products. Core competence was in helping investors and businesses maximize revenue, generate growth and develop a sustainable competitive edge through customized solutions.
• Created the proper supply chain flow and links between different tasks, operations, and departments
• Dealt with the cross-functional issues--making sure the pricing plans and bonuses are correctly represented by sales, and even more, that they are correctly implemented in the billing system
• Helped keeping the organization energized, on a day-to-day, tactical basis.
Deputy GM (reported to the Regional VP)
Acted as the General Manager to one of the NAPCO’s facilities in Jeddah. Had responsibilities producing the following categories: flexible packaging, paper cups and lidding for several industries.
• Served the following Companies:
o SPCC “Saudi Paper Cups & Containers”; Jeddah, KSA - Deputy GM
o NAPCO Group (Consumer Goods); Jeddah, KSA - Project Manager
o INDEVCO Group (Export Division); Beirut, Lebanon - Company Sales Director.
INDALEX INC. (Engineered Products) - Chicago, Illinois (USA) Nov/99-July/01 National Director, Marketing (reported to the VP of Marketing & Sales)
Over $1.0 Billion business. One of the largest extrusion companies in the world
• Engineered a pioneering marketing strategy and a focused direction to gain market share and profitability
• Led the launch and development of the overall demand generation for two major markets (Auto & Distribution)
• Directed regional teams of sales professionals, product managers, engineers and production staff to improve product quality and delivery
• Categories level responsibility for strategy development of a +$100Mn business.
KAISER ALUMINUM (Engineered Products) - Detroit, Michigan (USA) May/91-Nov/99
Group Manager, Marketing (reported to the VP of Marketing & Sales)
Over $1.0 Billion business, specializing in Fabricated Products
• Prepared and tracked sales plans for the Group (forecast, variance and contribution analysis)
• Worked with executives on regular basis to address marketing and planning issues
• Drove product positioning and competitive selling strategies as well as provided leadership in managing logistics, market share and revenue of the product.
Area Manager, Operations (reported to the Divisional Manager) - Spokane, Washington (USA)
Directed six area supervisors with $6.0M budget. Had over 75 union workers with full responsibility to production, procurement, planning, maintenance, quality and day-to-day administration
• Implemented continuous flow of manufacturing concepts and total cycle time reduction initiatives
• Empowered supervisors with the tools to form self-directed work teams to improve productivity
• Managed over 25% of plant volume and generated about 40% of revenues.
ALCOA (Rigid Packaging) - Newburgh, Indiana (USA) Feb/88-May/91
Divisional Engineer, Industrial (reported to the Company Chief)
• Manufacturing Engineering responsibilities focused on analyses for cost savings through procurement plans and production line efficiencies and cost improvements
• Developed and monitored the cost reduction plans for over 1, 000 employees division
• Performed process simulation modeling to reduce production cycle times and increases productivity.
Executive MBA Supplement Courses: Financial Accounting, Macro & Micro Economics Dec 1998
MS (Hons) Industrial Engineering (major- Industrial Management) May 1988
BS (Hons) Industrial Engineering (major- Operations Management) Dec 1985 Groups & Associations: COO Network, COO Forum, Consultants Network, Project Managers, Dubai Business Network, eMarketing Association Network, Lebanese Business Connection, Linked:HR.