حسن جميعي

EL Amin for Gelatin is a B2B business, and a market leader across the middle east. Gelatin is
produced in several formats to cater for different industries edible, pharmaceutical and
industrial. Report line to CEO, with direct reports of 5 Directors.

Deployed a corporate governance agenda, covering but not limited to policies,
procedures, standard operating procedures across all company functions.
• Deployed an ERP system implementation across all company functions ensuring better
control, and access real-time information to generate more useful reports capturing
progress and for better decision making.
• Developed a Performance management system across all functions to have a clear
functional metrics aiming at delivering corporate targets.
• Deployed a Sales and Operational plan cycle to improve operations efficiency and
effectiveness.
• Deployed a budgeting and S&OP process across functions.
• Initiated P&L and cash flow annual projections aiming at monitoring financial KPIs and
maintain a healthy cash position.
ACHIEVEMENTS
• Delivered a double digit CAGR growth in volume, and in Revenue, whilst improving product
margins.
• Improved forecast accuracy reaching 93%, and OTIF to 97%.
• Implemented price index and price survey globally, increasing EL Amin price list by 45%.
• Developed a procurement strategy securing raw material locally and extended it globally,
stock cover day reached 30 days versus one week.

Egypt Foods is the second player in the chips and snacks category in A.R.E offering brands like Tiger, Cono, Kalbaz and Rusky. Managing the direct distribution business of USD 100Mln, report line to CEO, with direct reports of 5 regional managers and a total work force of 800 employees.
• Deployed a new operational framework and channel focused RTM execution.
• Developed transformation agenda improving the sales process, credit management, and score cards.
• Designed and deployed with trade marketing team a WS loyalty program.
• Deployed performance evaluation tools for sales organization in collaboration with HR business partner.
• Developed a key retailer project across A.R.E.
• In charge of top line and D&A targets.
• Accountable for brand/SKU distribution KPIs.
ACHIEVEMENTS
• Delivered a growth of 3% vs YAGO.
• Improved numeric distribution to 5 ppt driven by sku distribution initiatives.
• Developing direct reports and sales organization based on gap analysis creating career path planning to promote within.
• Rerouted and converted distributors to own distribution channel.

Managing 2 schools catering for national curriculum & American curriculum located in Alexandria. Reporting line managing director, and board members.
• Developed KPIs & score cards to monitor employee performance based on technical & soft skills.
• Designed and developed an HR department aiming at adopting fundamentals and (Team evaluation, managing performance, professional development, and team building activities).
• Adopted cost saving project across different departments improving margins by 4%.
• Developed and deployed online learning platform prior to Covid.

Managing a business of USD150 Mln, reporting to the General Manager, with direct reports of 6 senior managers, and a functional head. My prime responsibility is to drive the sales agenda in all markets, manage P&L, and ensure that strategy and key performance indicators are translated into action towards a sustainable growth trend.

Develop KPIs and execute strategic sales plans for the world’s leading canned food brands California Garden, Americana, and Mazra.
• Accountable for P&L, sales, distribution, forecasting (S&OP), and market share for the region across the full canned food portfolio.
• Implement strategies to improve trade spending budget reducing trade spend by 1% (GTN optimization).
• Devising, deploying and managing brand / category FMOT strategies (i.e. Channel Instore Standards). Formulating category Strategy & Business Development standards by channel.
• Executing and offering brand distribution strategy to direct reports (market management team); and applying brand and category strategy.
• Develop & coach sales managers skills, through periodical one 2 one sessions & reviews.
• Managing primary and secondary sales with more 10 distributors.
ACHIEVEMENTS
• Achieved a high single-digit growth in South Gulf, and double-digit growth in Export.
• Efficiently led growth across fundamentals in UAE, Oman and Kuwait markets.
• Over achievement on financial KPIs improving GP driven by product mix & trade spend.
• Successfully improved must win SKUs’ distribution through several distribution tactics.
• Spearheaded successful development and deployment of Sales processes & central reporting system as part of the transformation management agenda under the new top team.

Reporting to the Deputy General Manager, with direct reports of 3 country managers. My prime responsibility to set a unique strategy for each gulf country, full accountability of P&L, manage & monitor 10 distributors, setting route to market strategy, develop score cards, and monitoring tools, and ensure that strategy and key performance indicators are translated into action towards a sustainable growth trend.
South Gulf witnessed a double digit growth across all category levels. Profitability targets were attained, optimization and rationalization of spending budget resulted in reducing our S&D cost.
 Active member of forecasting and S&OP forum, ensuring that forecast is accurate avoiding any possible shipment delays.
 Formalize each end market strategy in south gulf.
 Adopted and translated an execution excellence strategy through successful re-launches CG beans & sea food categories, as well as the new gold range across south gulf countries.
 Initiated merchandizing manuals with trade marketing function to improve visibility, planograms and availability of CG brands across different channels.
 Succeeded in influencing retailers and gain more primary share for beans and Tuna, mainly through building on mutual agreed annual investment budgets synchronizing activities to fit their annual grid.
 Implemented distribution drives and trade deals to boost distribution in traditional trade.
 Tuna witnessed a numeric distribution gain of + 6%, and beans +2%.

Reporting to British American Tobacco General Manager. Prime duties and responsibilities to analyze distribution, market retail audits, consumer trends, and define/map gaps and opportunities. Responsible to monitor and track national sales performance and ensure that operational plans are met, and achieved based on company pre-set strategy and plan. In charge of proposing new route to market business cases to leadership team aligning with Finance, and trade team. Monitor trends of illicit brands across regions, and report findings to illicit trade forum. Working closely with Head of Marketing, and National Sales Manager.

Assigned to the Head of Business Development office to acquire in-depth knowledge of British American Tobacco most important markets. Successfully influenced and led numerous forums as the business development stakeholder focusing on the company’s strategic, and operational planning.

• Developed a business case rationalizing and optimizing investment relevant to current and future British American Tobacco merchandizing foot print, based on touch points research workshop findings (to be launched in 2013).
 Successfully managed to launch and operate British American Tobacco global campaign planning tool in Russia in alignment with British American Tobacco Head Office (measuring awareness, potential and effective reach pre and post launches).
 Successfully formulated, designed, and endeavored the HoReCa 2013 strategy for Russia.

Reported to Head of Sales, direct report of 4 managers, with total sales work force of 120 people. Duties and responsibility to lead a direct distribution, and a distributor team collectively contributed to 46% of annual turnover (value share USD 200 million). Successfully developed and executed regional strategy, tactics, and sales plans, (coverage, frequency, drop size, availability, visibility, volume, and margin) which increased market share. Initiated and implemented lessons learned program that significantly developed trade team capabilities through training, coaching, and periodical reviews.

 British American Tobacco share  from 12.8% to 16.1% exit 2010, and weighted distribution  from 87.8% to 93.2% exit 2010.
 Consistent volume achievements and proper planning and execution led to deliver an overachievement of 110% on Exit 2010, and 122% on Exit 2011.
 Reduced High levels of Out Of Stock from 8% to 3%.
 Achieved market leadership in the region in the Value for Money Segment.
 Developed and executed distribution directives of company brands within the region, ensuring availability is maximized in line with brand strategies, distribution guidelines and market needs.
 Managed the region trade programs budgets, monitored, and controlled operational expenses.

Reported to Head of Sales, direct report of 2 managers, with total work force of 34 employees. Duties and responsibilities to form, lead, and operate, a team to establish a modern trade sales channel for PepsiCo snacks business mainly in Cairo. Implemented a focused segmentation and store classification methodology to provide more focused execution and service level for all types of modern trade outlets in K.S.A and Egypt assignment.

 Volume over achievement of 45% growth vs. a target of 25% exit 2009.
 Created and launched win with customers platform, developed and executed customer satisfaction surveys, factory visits, training and customers coaching.
 Developed a complete set of KPI’s and reporting systems aligned with corporate objectives.
 Cross functional interaction with marketing, trade marketing, supply chain aligning innovations, launches.
 Overlooking and controlling channel profitability and budget spending.

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Reported to Group Hair Category Manager, direct report of 1 assistant brand manager. Duties and responsibilities included managing the advertising, promotion, brand and trade activation budgets to position all Unilever hair assigned brands and Sku’s as the consumer first preference. In charge of launching all new Clear anti dandruff shampoo across Mashreq countries.

 Surpassed market share exit 2007 target from 2.5% to 6%.
 Lead regional consumer related activities across the region, tailor made according to each country consumer profile.
 Represented Mashreq in the brand regional and global team.

Joined Unilever in 2002 as a Management Trainee for 18 months rotating on all sales channels (trade marketing, wholesale, retail). Graduated successfully attaining my objectives as sales rep, supervisor, and trade marketing executive. Joined Modern Trade channel as Modern trade executive mid 2003. Mid 2004 promoted to Sales Manager in Modern Trade channel.
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 Exceeded required annual target growth of 115% to 125%.
 Responsible for category and space management projects across Modern Trade Mashreq, influencing retailers to implement new category solutions in destination categories. Delivered incremental growth of +11% in Tea category, and +8% in Hair Care category.
 Delivered retailer annual development plans creation and execution, , creating and executing a cycle activity grid, and manage assigned accounts budget.
 Sales and operational plan forecasting, and budget allocation for my share of business.

Duties and responsibilities to prepare bids, tenders, and proposals on behalf of the company and supervise several telecommunication projects implementation with clients like Telecom Egypt, Egyptian radio and TV transmission company (ERTU), Media City, Mobinil, Orascom group, Fast link. Supervised sub-contractors performance, and assisted in all logistics and financial transactions between Cairo Office and Head Office.