خالد حبيب

FFL is one of the fastest growing consulting business consulting firm in the middle east, focusing on sustainable development in all areas of business, human and organization competence. The firm relies on a wealth of hands on expertise and successful portfolio of projects in local and multinational firms, led by its founder and head consultant Dr. khaled Habib, in addition to a group of highly competent and qualified internal and outsourced business consultants/practitioners in all areas of Human, organizational and financial transformation, change management, corporate branding and positioning, and sustainable growth. The firm has established itself as a major player in the consulting market in record time, with a most progressive and results oriented approach, in less than a year it has become the number one partner of choice for numerous entities on local and regional levels, both private and public sector, with a list of 40 successful assignments in every business dimension. Some major assignments handled:
•Comprehensive restructuring of the largest military production and civil products public sector factory \{factory 99\}, including gap analysis, organizational design, leadership assessment and talent deployment, process mapping and work load allocation, development of a comprehensive business plan in all disciplines including HR finance, Operations, Supply chain, commercial and IT, as well as actual launch of the new model including transitional training for redeployed workforce.
•Structural Design for the Egyptian General Authority for Foreign Investment \{GAFI\}
•Design and roll out of a cultural model in Birla Carbon Egypt, one of the largest global players in black carbon production.
•Comprehensive restructuring for the Egyptian Financial Regulatory Authority \{FRA\}.
•Successful Business and executive/life coaching for numerous businesses in Egypt and UAE, mainly focusing on women led projects, transforming them into full fledged businesses, contracts in collaboration with MSMEDA, EBRD \{European Bank for Reconstruction and Development\} and Dubai Chamber of Commerce.
•Design and implementation of comprehensive short and long-term strategic transformation workshops followed by full restructuring projects for MSMEDA and EBRD, supporting their SME customers in developing their businesses into profitable sustainable professional businesses. In addition, design and delivery of comprehensive field research aimed at identifying means of creating employment opportunities and supporting startups to excel and grow in the local market.
•Design and successful implementation of an executive coaching and business setup program with the Dubai Chamber of Commerce and Dubai Startup Hub, which included partnering with 5 startups all the way from ideation to developing comprehensive business plans with a full-fledged business entity up and running.
•Comprehensive restructuring for the Egyptian Export Authority \{EDA\}.
•Comprehensive strategic transformation projects for private sector players in different industries, including textile, furniture, electrical, industrial paints, marble, engineering and other industries.
•Comprehensive restructuring for the project management unit for the Technical and Vocational Educational Training unit \{TVET Egypt\}.
•Development of numerous policies and bylaws governing the TVET ecosystem in the country, including draft laws for the higher councils for Human resources and Technical and vocational training.
•Comprehensive restructuring of the National management institute responsible for training and developing all government employees \{a project through the GIZ German cooperation\}, in addition to supporting the central authority for organization and administration in comprehensive capacity building for its consulting arm, restructuring the HR function, and design and rollout out of special workshops to embed the new performance management culture across the different ministries.
•As an individual consultant, recruited by the reputable Consulting Firm SOFRECO, as the team leader role for a major service contract for TVET Egypt \{Technical and vocational education and training\} through the European union, with the aim of developing all the policies governing technical and vocational education in Egypt, a dn designing scholarship models for vocational education and link to employment.
•As an individual consultant, recruited by a consortium of European consulting firms to lead the social perception component for TVET, including orchestrating the development of the national strategy for social perception and planning and implementing numerous initiatives to improve social perception and increase awareness, acceptance and advocacy for TVET in the country. Khaled managed to strike several effective partnerships in record time with governmental bodies and private sector players, leading to nationwide initiatives receiving positive exposure and feedback across groups of stakeholders, and culminating in tangible results featuring significant numbers of newly involved and registered candidates for TVET programs and workshops, as well as more private sector firms partnering in employment programs.
•As an individual consultant, recruited by USAID \{DAI\}, as an OD expert, engaged in designing and implementing OD interventions to support strategic transformation and resolve issues between ministries of planning and finance.
•Assignments setting visions and developing comprehensive business strategies for several companies including Allianz the global insurance giant and XCEED the regional major call center player.
•Partnering with the EBRD \{European Bank for Restructuring and Development\}, in several projects focusing on entrepreneurship boosting, market baseline research, studies and workshops for entrepreneurs, as well as restructuring of local industrial private sector firms.
•Progressive group and individual executive coaching for the commercial leadership team for Suez Cement \{Heidelberg Germany cement giant\}, with direct impact on team and individual performance and general motivation of the team.
•Design and rollout of culture establishment and consolidation models in the likes of General Electric North and East Africa, and Birla Carbon as well as numerous successful motivational speeches across over 30 top governmental and multinational firms in the country.

leading manfacturer of home appliances\}


•Orchestrating an unprecedented turn-around of the business, through a comprehensive restructuring strategy, starting with setting vision and strategies and aligning leadership on it.
•Resolving long standing labor issues and diffusing unrest and revolts, through direct dialogue and confrontation with blue collar employees and establishing a transparent 2-way communication, with regular HR roadshows and open-door policy.
•Launching a comprehensive performance management system, backed by developing a clear vision and set of values for the business, leading to the first complete appraisal cycle for the business and consequent impact on talent assessment, reward and promotion.
•Introducing an objective salary structure and taking quick actions to adjust and reform the existing model, hence retaining top talents
•Reviewing and revisiting all existing structures and developing a comprehensive set of organization structures for all functions, linked to a newly introduced grading system.
•Masterminding and implementing a major talent attraction and redeployment plan, that led to jumping with the monthly production to 6 times the average production and more than doubling the sales revenues \{6 times, over 120 million monthly revenues\}, and operating the company factories effectively for the first time.
•Attracting top talents from several multinational firms at zero cost through referrals and proper positioning of the company \{through social media and effective business associations presence and representation\}, hence filling the top critical positions, while managing to terminate several contracts with minimum issues and complexities. A total of over 400 recruits with only one coming through an agency, all with solid multinational background and fitting personality traits.
•Leading a project to finalize the move to new premises \{stalled for a year\}, with inauguration done in less than a month, and coupled with launching the new cultural model of Values and work ethics
•Establishing an internal training academy with part time trainers, and actual delivery of training programs for the first time ever for all levels of employees including blue collar
•Achieving a record ratio of employee cost versus revenues \{7%\}, through developing internal talents as second line and gradually giving them top roles, average market ratio is between 15 and 18%.
•Supporting in the financial rescheduling of company loans, through the effective use of relations and networks, and through presenting solid and realistic restructuring plans for the business from an HR perspective.

for the Presidential Leadership Program \{PLP\}
Designing and leading the implementation \{on voluntary basis\} of the Presidential Leadership Program launched and sponsored by the Egyptian program, aimed at qualifying Egyptian Youth to be able to take leadership roles and fill major gaps across all governmental and public-sector firms. Khaled designed the program to comprise a mini-MBA, political, governance and public administration subjects, all being conveyed through experiential learning and on the job training in real life businesses. 500 students graduate every 8 months with a new class enrolled every 2 months. Khaled designed the whole model including supporting with all operational planning/budgeting, structural design, training of trainers, course designs and team selection. Furthermore, he has been representing the program as the main spokesperson and \{Face of the Future\} being a highly credible figure for younger generations.

- Immediate impact of launching a major transformation initiative, restructuring of the departments, creating a shared service center and upgrading general policies and procedures, 6 policies approved and applied across the cluster with specific amendment tailored for every country.
- Applying a group wide project management approach with 19 individual initiatives aimed at full HR function transformation to better serve the growing business needs
- Successful implementation of a long-stalled HRIS system introduction \{REMSC\}, in record timing, less than 4 months, while initial delay was one year.
- Successful implementation of a grading review project and salary adjustments for 30% of pending cases across the cluster \{80 out of 240), within the normal annual budget. - HR Team transformation, team downsize by 25% with cost saving 250, 000 dollars and improved employee satisfaction scores by 5%, then a record 14 % increase in the second year.
- Successful implementation of long stalling 3rd party cleanup exercise across all divisions \{role criticality evaluation leading to 350 cases joining ABB and 150 cases made redundant smoothly\}, with zero extra cost on company.
- Successful introduction of extra employee intelligent benefits at zero extra cost.
- Successful implementation of outsourcing project with 500, 000-dollar savings and no impact on productivity.
- Effective stakeholder management through enhancement of the HRBP team and re-deployment across different functions, resulting in better support for the business, as measured by positive feedback from division managers
- A tangible improvement in overall company culture and feel, leading to retention of several top talents versus fierce competition
- Dismantling internal \{enclaves\} of religious groups and striking a solid partnership with the labor representatives/syndicate, hence securing long term stability in employee and industrial relations.
- Introducing intelligent benefits at no cost for the company through discount cards and special services and partnering with the government to complete the medical treatment of over 300 employees with virus C, at almost zero cost on the employees and minimum cost on the company.

Received the EAGM President Award \{The GE Rookie of the Year Award\}, in recognition of the immediate positive impact on the HR as well as the overall business leadership sides, through the following:

- Cleaned up numerous operational issues, including basic HRIS employee database, organization structure issues and reporting challenges
- Developed an internal grading system across the region and accordingly adjustment numerous cases in terms of salary as well as benefits policies amendment/upgrades
- Led an initiative to create an extended ME leadership team, across all matrix challenges, serving in ending the 2011 year on a high note of achievement and alignment
- Designed and currently leading a major initiative to expand and transition the region into separate sovereign region \{including development of strategies, roadmaps and tactical plans\}
- Securing the highest level ever of compliance and completion of goal setting and performance management system implementation across GEHC world
- Developing cross regional/functional talent projects initiatives, that were adopted across the whole EAGM
- Assumed the responsibilities of the commercial operations director role \{in addition to HR role\}, and successfully delivered the Growth Playbook \{5-year marketing strategic planning for all countries within the ME\}
- Won a special \{Rookie of the Year\} award for the emerging markets in recognition of immediate impact in solidifying the leadership team and smoothly managing the separation of regions without losing any critical talent

- Responsible for setting and overlooking the implementation of all HR and people strategies across the region, including full responsibility for the leadership team on regional and country level across Africa and the Middle East
- Successfully designed and managed the restructuring and implementation of new business models in countries like Egypt, West and East Africa, Tunisia, the Gulf, including new leadership selection and organization wide communication
- Took full responsibility and successfully managed the Wyeth Acquisition across the region including all pre and post-day 1 planning, preparation and communication activities, designing structures, assessing and selecting leadership teams across the region \{received special reward and recognition from HQ\}
- Fully led the HR Re-design project across the region, including the structural design, talent assessment, selection, orientation and accomodation across the region
- Culture/Change Management: designed and delivered a culture awareness/change management program, which was positively received to the extent it was adopted globally to be utilized in other countries
- Designed and launched a variety of creative initiatives focused on enhancing productivity and performance \{differential medical rep. competencies program, Talent Incubator Program, Performance Enabler program\},
- Successfully handled several crisis management cases including country leadership change and transition in Egypt in most critical times with no disruption or negative impact whatsoever on the business and results, as well as full organizational model change in Tunisia, Nigeria, East Africa and Levant
- Designed and implemented a region-wide talent assessment and development strategy, with optimum use of limited resources, leading to the first ever realistic talent assessment and practical talent development introduction, by 3rd quarter 2010, full succession planning charts were in place with ready now candidates identified for all country manager positions across the region
- Effectively contributed to a higher performing and homogenious regional business and HR leadership teams, through a variety of creative and intensive interventions during business meetings
- December 2010: in addition to my role, appointed as the HR Leader for the Pfizer global team responsible for establishing the new Pfizer Generics business, including developing the performance and talent management strategy, change management approach, developing organizational designs, capabilities and mindset required for the new business success
- Developed the charter for the Women’s council, as well as designed and facilitated the manager forums on Diversity and inclusion across the region

- Launching a shareholding Business Consultancy firm active in Egypt and the Middle East Markets, providing a comprehensive scope of management, marketing and training portfolio of services. Led successful projects for a variety of firms among which were:
- Acting as Corporate HR & External Affairs Director-AMER Group:\{ a giant group of companies in the field of real estate, hotels and resorts development and management, as well as restaurant management\{portofolio includes Porto Marina-Golf Porto Marina- Porto Sokhna-Golf Porto Sokhna-Cancun-Chili’s-Alan Le Notre- Johnny Carino’s-StudioMasr- Hal2et El Samak Chains\}, 4500 employees in the real estate, construction, manufacturing, hotel\{3 5 star hotels and restaurant business\{36 outlets\}, investments worth 10 billion Egyptian pounds\{ 1.8 billion dollars\}. Leading a successful major restructuring initiative aimed at transforming the firm from a traditional local to a multinational style corporation. In less than 6 months a new structure was developed with a holding company managing separate business units, top notch caliber has been recruited from multinational background, and policies and procedures were developed, leading to initiating the IPO qualification process for the group. In addition, took temporary responsibility for the marketing and IT Functions, establishing departments, and managing relations with outsourced business partners to ensure business continuity for the current year. successfully created a totally different corporate brand and new positive image for the business, which directly impacted public acceptance and business results/talent attraction and retention
- Procter and Gamble: soley assigned by P&G to conducting a compensation and benefits survey for a selected group of multinational firms operating in Egypt
- Bin Laden Saudi Arabia: a comprehensive restructuring project
- Energya Cables and Steel: a comprehensive restructuring project
- Egyptian Banking Institute: delivering training programs for senior and middle managers in local and global banks in the areas of performance management, creative thinking, negotiation, HR Management
- Design and implementation of a variety of assessment centers for evaluating and selecting top and middle as well as junior positions in local firms and sensitive government/presidential institutes

- Acquisitions: Successfully managed the Pharmacia Acquisition project with 100 % accuracy and 0% complaints, including severance models verifications, separation negotiations, integration of new and old teams, restructuring and developing new organization charts
- Organization Development/Structure: Successfully leading a major restructuring project aimed at splitting the region inot semi-autonomous business clusters, then followed by 2 internal restructuring initiatives, aimed at adapting to scale and streamlining activities. Both led to actual budget savings of annual $1.5 million while sustaining performance
- Performance Management/People Development: Developed and implemented an effective performance management system, including practical and rewarding pay for performance and incentive schemes for the sales force. Introducing competence-based training with an average of 5 training days per employee, 40 employees enrolled in especially tailored MBA programs
- Retention: Design and implementation of upgraded benefit programs for all countries in the region\{ health, life, medical, car, housing, education\}, introduction and application of Job Posting, succession and talent planning, as well as Promotion from within concepts, in addition to assessment centers concept, leading to minimal loss of critical talents\{less than 1%\}, as well as several talents taking global business opportunities and minimizing the turnover rate from 25% to a record 7%
- Special Projects: Successful design and implementation of a comprehensive Job Analysis/evaluation project which crystallized into the development of the first Job grading system for all jobs within Pfizer Middle East, further linked to HRIS & all compensation & benefits programs, roll out of Change Management, Legal Complaince, and Internal Trust campaigns, playing the leading role in the development of a regional talent development program which was eventually adopted and endorsed globally

- Culture Steering Committee Leader
Achievements:
•Established an internal management school \{Vodafone Academy\} with internally developed trainers and competence based curriculum, securing a unified training methodology, major budget savings\{40 %-$ 1 millionand setting the base for a future profit center for the business
•Successful implmentation of a major Culture initiative, including the roll out of the Vodafone global vision and values, leading the culture steering committee and all its activities\{ including internal communication, culture change, employee satisfaction and company premises relocation to outside the capital Cairo\}, design and implementation of a major change management program for all company management
•Review & update of all HR compensation and benefits policies\{e.g. award and recognition, phone and car programs, incentive and profit sharing schemes, in addition to absenteeism, informal and formal appeal processes\}
•Successful design and implementation of several local Assessment Centers, as part of a major recruitment and selection initiative, which served in identifying management potential, filling several senior management positions internally, whilst saving potential costs of over 500, 000 pounds budgeted for the assessment process \{one of the identified and developed talents in 2002 became the customer director in 2008 and the other bacem the CEO in 2012\}

of consultancy services
Achievements:
•Successful Restructuring, Consulting & Business Planning assignments in a total of 42 local, private, international and privatised business firms operating in Egypt.
•Providing a variety of HR/Management and Marketing consulting services including diagnostic studies, restructuring projects, and organization structure development, overall company visions, strategic business and HR planning, setting systems, control measures, performance management schemes and tools, for a large number of local and foreign firms\{examples; P&G Egypt, Private Sector Development Program, Ex-Public Sector Cables Company. The successful implementation of such assignments secured a market leading share for the firm with a strong client base and secured annual profit.
•Full responsibility for project planning, management, promotion & organization of major strategic alliance initiatives in the country among which were the ECIP \{ European union investment partners program \} & the EuroMed Partenariat \{Egypt 2000\}. The first phase was successfully completed with the screening & selection of 350 Egyptian firms for the 2-year project.
•Design and delivery over 100 training programs for the American Management Association \{AMA\}in Egypt & the Middle East , with highest ratings & evaluations from trainees in comparison to all foreign instructors providing training in similar areas, in addition to tangible improvement in performance, skills & job results, according to post-training evaluation, a fact which secured long term training contracts for the firm.\{Examples: Vodafone, Shell, Mobinil, Mansour\}


Early Career Summary \{all Marketing and Sales Management Experience\}

Seven K - Marketing, Sales &