جمال النجار

I took a leading executive role in shaping and executing the company’s overall growth and sales strategy, effectively performing the responsibilities of Chief Executive Officer for Sales and Business Development. When I joined, the company had only five employees across all departments. Through strategic planning, data-driven decision-making, and performance-oriented leadership, I achieved a consistent annual sales growth rate exceeding 30% year over year.

Under my leadership, the company expanded from 5 to 30 employees, including a nationwide sales team of 12 professionals operating in Riyadh and Jeddah. The company’s revenue and market value increased nearly tenfold compared to the initial invested capital.

I designed and implemented a comprehensive sales and business development system that included monthly KPIs and performance targets, attractive incentive programs, continuous training, and the use of CRM tools to optimize productivity and enhance ROI. Additionally, I built a marketing and distribution structure that successfully opened new markets, expanded the company’s footprint, and strengthened its brand presence.

I also led cross-functional collaboration among departments to improve service quality, streamline operations, and deliver tailored solutions that met and exceeded client expectations.

I led the strategic marketing and sales direction for a company with three branches in Jeddah specializing in industrial equipment and machinery spare parts. I supervised the website design and digital transformation, developing a comprehensive marketing plan leveraging Google Search and SEO campaigns to reach targeted B2B factory clients and increase market visibility.

I created and implemented a structured B2B sales system that enabled factory customers to register and interact seamlessly within the platform. Clear sales targets were set at the branch level, and an effective incentive program was developed to enhance motivation and achieve consistent revenue growth across all branches.

Additionally, I conducted several operational and market studies upon management’s request, aimed at improving warehouse efficiency, product display, and inventory management. I also supervised the entire operational and sales teams, ensuring alignment with corporate goals, customer satisfaction, and sustainable profitability.

Responsible for establishing strategic partnerships and contracts with leading training centers and organizing cultural and professional events for Dr. Muhammad Al-Amiri.
Managed corporate development and expansion projects for a portfolio of companies requiring structured growth, aligning with a clear, documented strategic vision.

This role involved business development, B2B client acquisition, project management, KPI tracking, performance optimization, and capacity-building initiatives, including corporate training, leadership development, and coaching programs. I also contributed to designing scalable operational and developmental models for companies and institutions, ensuring sustainable growth and measurable results.

Served as Head of Sales for Falcon and Al Jazeera Plastic Products, overseeing a team of 25 sales representatives across Riyadh, Dammam, Jeddah, and Abha. Led strategic initiatives to optimize cash sales, reduce market debts, and recover bad debts, achieving a 25% increase in cash sales, 30% reduction in market debts, and 25% recovery of overdue accounts.

Implemented a comprehensive sales management system that included target setting at the individual, key account, and regional levels, as well as market expansion strategies to regain clients who had stopped purchasing due to pricing and profitability issues, restoring profitability for the company’s products with merchants.

Additionally, managed logistics and distribution operations, ensuring timely delivery, inventory optimization, and seamless coordination between branches and the sales force. Later, the sales team was strategically reduced to 13 representatives nationwide in alignment with Al Rajhi Holding Company’s vision, maintaining efficiency while sustaining revenue growth and market coverage.

- I started working with the company since its establishment as an operations supervisor, the sales team was trained and achieved 50 sales opportunities, and the call center team was trained to achieve a response rate exceeding 95% during working hours, then I was promoted after the trial period.
- Development Department Manager, through which I worked on preparing the procedures manual for the company's business model and the relationships between departments, and a team of branch supervisors was recruited, 13 branches in each region of the Kingdom, and supervising the company's contracts before they were completed for the corporate sector (B2B) and later domestic labor contracts for individuals (B2C).

I worked with the company as a marketing consultant, marketing the company's consulting services (B2B) to companies and entities that we find through research and follow-up to have gaps or weaknesses, through which services are provided, weaknesses are highlighted, and a description of the proposed plan to bridge the gap and make appropriate development, and work on contracting and starting to develop the work for the target company. During my presence, contracts were signed with 3 major family companies and projects were completed with them (Samnan Water Solutions Company - Shalki Fashion House Company - Mohammed Al-Saad Al-Ajlan Sons Company)