هيثم جاد

Managed the full commercial relationship with key modern trade accounts for a Small
Domestic Appliances (SDA) distribution portfolio, covering sell-in, sell-out, trade investment,
and in-store execution.
• Managed SDA portfolio generating approx. 1-2 Million OMR annually across key accounts.
• Achieved 12-18% sell-out growth across Lulu, Hypermax, and Nesto and other retailers
through improved visibility and promotions.
• Full P&L Responsibility
• Functional Leadership
• Expanded distribution from 25 stores to 45 stores across Oman.
• Led Joint Business Planning (JBP) sessions with retail buyers, setting joint sell-out targets,
promotional calendars, and distribution milestones aligned to company growth objectives.
• Expanded product distribution and improved shelf visibility across stores.
• Managed product portfolio within SDA categories, focusing on fast-moving and high
demand SKUs.
• Collaborating with supply chain to ensure stock availability and reduce out-of-stock issues.
• Executed in-store promotions, activations, and merchandising standards to drive sell-out.
• Supported e-commerce listings and online campaign execution.

Managed the full commercial relationship with key modern trade accounts for a Small Domestic Appliances (SDA) distribution portfolio, covering sell-in, sell-out, trade investment, and in-store execution.
• Managed SDA portfolio generating approx. 1-2 Million OMR annually across key accounts.
• Achieved 12-18% sell-out growth across Lulu, Hypermax, and Nesto and other retailers through improved visibility and promotions.
• Full P&L Responsibility
• Functional Leadership
• Expanded distribution from 25 stores to 45 stores across Oman.
• Led Joint Business Planning (JBP) sessions with retail buyers, setting joint sell-out targets, promotional calendars, and distribution milestones aligned to company growth objectives.
• Expanded product distribution and improved shelf visibility across stores.
• Managed product portfolio within SDA categories, focusing on fast-moving and high-demand SKUs.
• Collaborating with supply chain to ensure stock availability and reduce out-of-stock issues.
• Executed in-store promotions, activations, and merchandising standards to drive sell-out.
• Supported e-commerce listings and online campaign execution.

• Managed 6 stores | 30K sqm total | +180 employees | Full Operations P&L responsibility.
• Strategic Sourcing & Vendor Management
• Manage a balanced mix of Evergreen stock (basics) and Trend stock
• Overseeing budgeting, cash flow management, and financial forecasting to ensure healthy
margins
• Delivered 17% consecutive ATV growth by implementing structured sales coaching and
KPI discipline.
• Increased total sales performance by 5% via stock availability optimization, assortment
rationalization, price alignment, and merchandising improvements.
• Improved conversion rate through strengthened sales floor discipline and enhanced
customer engagement.
• Draft and manage the Annual Operating Budget (OPEX), covering rent, payroll, and
marketing expenses.
• Reduced customer complaints by 21% through service process improvements and faster
issue resolution.
• Led omnichannel operations, including e-commerce and delivery functions.
• Appointed by Management to improve leadership capability by training 15 National store
managers.
• Ensure all financial activities comply with ZATCA (Zakat, Tax and Customs Authority)
requirements, including VAT filing
• Improved delivery efficiency, enabling express delivery features with coordination with the
logistic department.

• Managed flagship store (5, 400 sqm | 70K SKUs) and 3 large format stores
• Delivered 115% of sales target
• Improved conversion, team productivity

• Delivered 108% of the Al-Dammam new store opening sales target, contributing in store
setup and opening, ensuring high-demand SKUs were available and visible from day one
to maximize early sell-out momentum.
• Achieved a 43% conversion rate by optimizing product placement, reinforcing selling
behaviors on the floor, and ensuring the assortment consistently reflected customer
demand.
• lost sales by approximately 15-18% through proactive identification of fast
moving SKUs, closing stock gaps, and improving replenishment discipline on high-velocity
lines.
• Exceed ATV target by an estimated 11% by focusing team efforts on upselling, cross
selling, and positioning complementary products at key engagement points.

• Plan, executed the expansion plan of the luxury business in UAE
• Setup 2 stores DFC, Mirdif city center
• Hiring, training the new employees.
• Setting a partnership with the furniture vendors.
• Setting a partnership with the fit out, interior design and construction companies.
• Working closely with mall managements, logistic companies.

Training and courses:

•Train the trainer
•Stock count efficiency
•Course in Sales and Customer service
•Visual merchandising fundamentals
•Course in textile
•Supervisory course skills
•Course in Customer Passion Every time
•Retail KPI’s
•Retailing skills
•Management skills by ACE hardware
•Shopping with experts
•Loyalty program