إبراهيم الخوري

Coca-Cola
Full P&L responsibility for the company’s strategic direction, growth and management, through the production, sale and distribution of market leading brands .

Full P&L responsibility for the company’s strategic direction, growth and management, through the production, sale and distribution of market leading brands (Pepsi Cola, 7 UP and Miranda Brands, Crystal water and juices). Revenue: US$ 100M. Personnel: 1000

Financial Management
• Quadrupled sales to US$ 100M; grew GP from 22% to 43%.
•Sourced and negotiated cost and service efficient suppliers.
• Created a unique filling process in hot filling (Juices) with normal PET preforms.
• Implemented robust procurement, logistics and HR cost controls.
• Restructured and streamlined administrative, operational and reporting systems.

Sales, Operations & Distribution
•Project led launch of the Malt, Tonic, Soda and Energy range of drinks.
•Defined and drove aggressive strategy to open new or expand existing accounts.
•Expanded distribution channels by creating synergies with marketing and merchandising teams.
• Built top level strategic relationships with CEO/MDs and opened doors to product/service initiatives
• Developed a more innovative marketing team, focused on the customer and consumer opportunities
• Increased blowing capacity from 25K to 72K BPH via investment in production lines.
• Introduced initiatives to maximise production and distribution performance (400 truck fleet).
• Enhanced customer relations and product profile with supply of store display coolers.
•Created a customer data and sales tracking system to monitor and optimise sales performance.
•Achieved competitor advantage with creation of a home delivery, 24hr toll free enquiry/delivery service

HR Development & Leadership
•Delivered a strong communication and motivational plan to all employees, and identified and gained overall buy in to initiatives, challenges and strategic goals
•Identified and upgraded the job descriptions of high calibre, talented staff
•Introduced a performance management system to ensure management and staff had clearly defined measurable goals, and personally held 1:2:1 reviews to monitor progress
•Ensured HR had a clear line of sight to the P&L business strategy, with more direct reporting lines - initiatives that had a major positive impact on the mood and performance of all business functions




Special project

• Managed the build and installation of production lines for a 40K sq.mtr factory - the largest in MENA - comprising 3 PET lines producing 72K bph; a canning line 18K p/hr, and an RB line 65K bph.
• Negotiated the purchase of all related machineries and ancillary equipments.

Invited by the Board of Directors to create the strategy and drive the business, sales and marketing plans to turnaround the soft drink factory into profit after 23 years of consecutive loss. Revenue: US$ 10M. Personnel: 250

•Doubled market share.
•Increased gross margin from 22% to 48%.
•Financial management, budgeting, cost control and analysis.
•Marketing and business development, long and short term business planning.
•Implemented robust cost controls, and drove initiatives to optimise productivity.
•Created a popular home delivery service, with goods stocked in local, readily accessible buildings.
•Launched Magic Energy drink®) - the first Natural Energy Drink (originally from Sweden) in All GCC and Levant Countries: KSA, Bahrain, Qatar, UAE, Oman and Lebanon.
•Created and launched a new brand for the Group for distribution in the Gulf and Levant countries.
•Worked with creative teams to develop innovative designs for new and existing products.

Held full P&L responsibility for the direction and development of the only soft drink factory in West Bank.
Revenue: 12M . Personnel: 250

•Launched Nectar Juices under the Club Brand name.
•Drove aggressive sales and marketing to acquire 85% market share.
•Optimised market awareness with the use of innovative advertising techniques; for example, painting solar heater tanks featuring MB can designs.