Head Of Sales
Henkel
Total years of experience :19 years, 11 Months
Set the overall sales strategy for Henkel in the Egyptian market. Develop the GTM (Go-To-Market) strategy across all sales channels (Traditional Trade/Modern Trade/E-Commerce). Lead and develop the full sales organization (25 FTE internal/>1500 external) in Egypt to achieve top line, market share and profitability targets. Direct P&L responsibility for all sales related costs (Distribution Cost/Trade Spend/People Cost) a budget of more than 20M EUROs. Lead and drive sales digitalization initiatives to cope with the changing dynamics of the Egyptian market.
• Led the merge between Laundry & Home Care business unit and Beauty Care business unit into Henkel Consumer Brands (HCB).
• Restructured the sales organization to increase efficiency and reduce headcount by 60%.
• Successful turnaround of the business from decline in 2021 and 2022 to double digit growth in 2023.
• Led the redesign of the GTM (Go-To-Market) strategy to achieve a saving of 4 PP in cost and reducing fixed cost from
47% to 8% only.
• Drove the change in trade spend in Beauty Care market to reduce spend by 10PP while achieving annual sales targets.
• Achieved negative (-1%) accounts receivables which resulted in negative (-12%) cash net working capital (CNWC).
• Developed a strong second line ready immediately to lead the sales organization.
Develop Net Revenue Management (NRM) function across GCC countries. Create and deploy various tools to support NRM analysis. Assess the efficiency of existing promo strategy/trade spend and formulate new strategy ensuring compatibility with the market situation and maximizing return on investment (ROI). Review and evaluate current assortment and pricing to improve competitiveness in the market. Conduct training session with country managers on the usage of NRM tools.
• Led cross functional teams to establish the new function of NRM in GCC countries.
• Created tools to analyse and assess pricing versus competition.
• Enhanced trade spend in GCC to maximise return on investment.
• Developed tools to measure and evaluate the ROI of promotions.
• Generated savings of 500K Euros through implementing effective cost-saving strategies.
• Increased ROI of trade spend by 1% by aligning marketing analytics with financial goals.
Developed and implemented effective sales strategies to support business continuity and growth. Supervised and directed UAE distributor ensuring attainment of tactical and strategic plans of Henkel in UAE market. Supervised and directed a team of 40 members to achieve set targets. Administered end-to-end functions surrounding management of P&L statement for UAE to track record of revenues, costs, and expenses data. Devised and executed all activations in UAE. Steered various facets of annual contracts negotiation with potential clients in the UAE. Ensured availability of products at the distributor end to meet sales plans requirement. Supervised and track record of overall stock in the UAE market. Administered end-to- end activities involved in managing a budget of over 10M USD
• Increased market share from 9% to 12%.
• Attained average year on year growth of 14%
• Reduced stocks from over 90 days to 65 days.
• Acted as centre of expertise for the sales function in GCC.
• Met and exceeded monthly and annual sales target for UAE through leveraging effective sales strategies.
Streamlined country Sales and Operations Planning (S&OP) process of supply side assuring supply confirmation to support core business and new initiatives. Supervised and led team of 25 members to attain shared objectives. Developed and implemented strategic plans to enhance supply chain operation in GCC and Jordan. Developed back up plans to produce and purchase alternate supplies in case of shortage within timely manner ensuring sustainability of business deliverables.
• Achieved and maintained customer service level over 95%.
Mentored and directed team comprising 32 members to meet combined objectives. Strategized supply chain operations ensuring supply availability in plants to attain profitability growth. Prepared and managed annual logistics budget. Set up the overall country inventory targets and managed dynamic safety stocks to ensure full and efficient availabilities.
• Set up a new distribution centre which resulted in better customer service and less damaged products.
• Improved transportation cost by 5%.
• Achieved customer service level of 98%.
• Optimized inventory days from 45 days to 30 days.
Trained and developed a team of five subordinates to achieve set objectives. Involved in weekly meetings with the sales team and represented supply chain operations. Headed end-to-end functions surrounding distribution of FG to 27 distribution centres and 23 distributors. Created and implemented FG sourcing network from manufacturing sites to distribution centres. Monitored distribution centres inventory ensuring product availability to meet production requirements. Analysed production capacity versus demand and introduced capacity increase requirements. Developed and maintained professional relationship with third party manufacturing suppliers to assure smooth flow of products.
• Achieved availability of over 90% for all products in different distribution centres.
• Maximised productivity and met weekly demand forecast through effective scheduling production lines.
• Worked with a cross functional team to successfully launch SAP in one year.
• Administered purchasing function in SAP migration.
• Conducted training of end-users to ensure a smooth migration to SAP.
• Acted as the centre of expertise for the period of 6 months after go live.
• Improved CCFOT (customer service measure) for Personal Wash category to reach 91% in 2009 vs 87% in 2008.
• Improved CCFOT (customer service measure) for Hair category to reach 86% in 2009 vs 64% in 2008.
• Improved CCFOT (customer service measure) for Fabric Conditioners category to reach 85% in 2009 vs 63% in 2008.
• Inventory reduction by 35% versus 2008 closing.
• Led 2 successful re-launches in Personal Wash and Hair Categories.
• Developed and Implemented production run strategies across all liquids production lines which led to optimizing change over costs, inventory holding costs and customer service.
• Harmonized production planning processes across different categories within Unilever Mashreq.
- Implemented MRP (Material requirements Planning) across all Food & HPC Categories.
- Developed a stock model to determine the optimum finished goods stock level to meet customer demand.
- Implemented RCCP (Rough Cut Capacity Planning) using MFG-PRO (Company's ERP System).
- Foods category stocks (Raw, Pack & Finished Goods) analysis every month and recommend actions to meet the company's stock level targets.
- Led the supply chain team in the business process simplification project, which led to simpler, clearer and more effective processes.
- Developed an excel based tool to facilitate the master production schedule, which saved the company the cost of buying a new software to use it in master production scheduling.
- Achieved 100% availability of finished goods based on sales demand forecast.
- Estimated and maintained the safety stock required to achieve a customer service level of 90%.
- Decreased the stock value from 20% to 8% of total category NPS (Net Proceeds of Sales) the target was 10% of NPS.
- Conducted a detailed CRP (Capacity Requirements Planning) to meet customer demand at the lowest production cost.
- Decreased raw and packaging material lead times
Certified in Production And Inventory Management (CPIM) from APICS the association for operations management. Passed the following exams: • Basics Of Supply Chain Management (BSCM) • Master Planning Of Resources (MPR) • Detailed Scheduling And Planning (DSP) • Execution And Control Of Operations (ECO) • Strategic Management Of Resources (SMR)