Hani Alghamdi

 Reporting directly to Board Managing Directors/Members/Stakeholders.
 Interacting with Clients, Suppliers, Regulators and Banks.
 Successfully set and achieve targeted revenue, achieve minimum gross profit margins, and limit the overhead costs/expenditure.
 Optimised the Inventory Total Value.
 Resourcefully operated and constructed the current and projected Sites and Facilities.
 Innovatively set the Business Development and Sales Plan, rationalized asset control and management, and optimized the fleet running cost.
 Strived to diversify the business and develop and re-organise the Medical Supplies Division
 Delivered Monthly/Quarterly/Yearly Reports as per the Group's Matrix

 Built strong relationships with key clients.
 Created strategic plans to address clients’ business needs.
 Scheduled regular meetings with customers to ensure they are satisfied.
 Acted as point of contact for complaints and escalated issues to appropriate departments.
 Helped sales team up-sell or cross-sell services and products.
 Ensured both the company and clients adhere to contract terms.
 Studied market and competition to find new ways to retain customers.
 Set sales and revenue targets and worked diligently to meet them.

▪ Directed the stakeholder relation team to sign 16 letters of agreements between SANS and with the General
Authority of Metrology stations.
▪ Led the Stakeholder relation team to sign four Service Level Agreement with four international Airports (2018).
Additionally, currently leading the team to sign 23 SLAs with Reginal & Domestic Airports.

▪ Assessed and monitored ANS’s current and future investments to improve the air navigation services. These
investments were a total worth of 300 million SAR.
▪ Contributed and participated with global bodies such as (CANSO, IATA, and ICAO) most notably in developing the
CANSO Global Air Navigation Services Performance Report by submitting ANS data. Used to discover the fields
ANS needs to improve its efficiency. Since then, efficiency in managing air traffic increased by 8%.
▪ Created and implemented a new program - Be Involved that encouraged all employees to submit their suggestions
to improve work environment, new revenue streams, and reduce costs to be viewed. The program received
valuable suggestions from almost 30% of the employees around the kingdom.

 Conducted at least 3 workshops, on yearly basis- to deliver the right information with right procedure.
 Conducted training to branches and dealer staffs- to understand the concept of Kaizen (continues of improvement).
 Increased GDI of the Branches to 85% up from 70%.
 Implemented the 1st evaluation of TSM-Basic certification.

Key Deliverables:
 Supported branches and dealers for self-evaluation of Toyota Service Manual TSM-Basic Certification.
 Supported the branches and dealers in making an action plan for areas that are weak performing
 Implemented the 2nd evaluation of the TSM-Basic certification.
 Increased Guest Delight Index (GDI) in branches and dealer.
 Increased number of un-Certified Branches in 2006, from 7 Branches to 14 Branches

 Participated in Regional stockyard (RSY) project development.
 Contributed in launching of RSY in 3 regions.
 Organized Vehicles dispatches from regional stockyard to centres around the kingdom. This resulted in reducing the time of order delivery to 10 days down from 30 days.

Key Deliverables:
 Contributed in Development and implementation of a vehicle reservation system.
 Designed and implemented process flow chart for major processes in the organization.
 Capitalized on existing technology to replace the fax communication system to greatly reduce time to communicate between the branches and the stockyards.
 Controlled the reservation system in the centres that resulted for the system to be smoother for operation.
 Increased sales profit and income while improving guest delight index (GDI).