CEO
Goldenrod Product Solutions Pvt Ltd
Total des années d'expérience :33 years, 8 Mois
$ 10M revenue | 8 employees | Report to board
Goldenrod first ever manufacturing and dedicated solution provider to B2B customers in edible oils and fats to meet the growing needs of industrial and artisanal bakeries, hotels & restaurants using high-quality fats in any application and is also engaged in export of personal beauty care products. Established a startup company. Formulated the strategy, growth game plan, PnL, product strategies, 3rd party manufacturing, and strategic partnerships. Manage investor relations and influence alignment on strategies and initiatives.
Accomplishments:
• Successfully set up and built 2 group companies from scratch, achieving a 30% market share in the central region for edible oils and bakery fats in under 2 years and contributing to profit generation within 6 months of operations.
• Implemented a cash-advance model for sales, leading to efficient management of working capital and cash flow.
• Facilitated B2B growth by onboarding specialist distributors and establishing a joint venture with the largest distributor in the wholesale channel for distribution and sales of personal, beauty, and home care products across Pakistan and for exports.
• Contributed to the negotiation and finalization of 3P contract manufacturing agreements with leading manufacturers in Pakistan for all products including beauty soaps, handwashes, and deodorants.
USD 300 Million | 13 direct reports and over 1500 indirect reports
IFFCO Pakistan is the only multinational company( a group company of Iffco UAE) in the edible oil, industrial & bakery fats business in Pakistan, operating the largest edible oil refinery with a capacity of 1400 tonnes per day, solvent extraction plant capacity of 600 tonnes per day, and its bulk oil terminal with storage capacity 40, 000 tonnes and personal care - 3P contract manufacturing. It produces and delivers edible oil for consumers (B2C), HoReCa (B2B), industrial and bakery fats including customized fat solutions for industrial usage (B2B).
Key Achievements:
Strategy and Change Management - Developed a long-term organizational strategy through extensive internal and external assessments using a strong analytical approach to identify the root causes of decline and barriers to growth. Re-aligned the strategy with a clear corporate vision and measurable goals, breaking it down into actionable, time-bound initiatives.
• Developed a long-term organizational strategy and led the alignment of strategic objectives and KPIs to departmental level, resulting in a 150% growth in packed volume in the first year and consistent revenue and profit growth.
• Initiated oil storage prices courageously in a highly competitive scenario, reconnected with high volume importers, turning around the Bulk Oil Terminal to profitability within two months.
• Achieved revenue growth from USD 70 million to USD 300 million in 6 years with a CAGR of 29%, raising ROCE from -5% to +7%.
• Revitalized the consumer retail sales organization by recruiting top talent from the industry, dismissing underperforming staff and expanding the distribution network from a few cities to nationwide. Established joint business plans with modern trade and institutions. Resulted in a 75% weighted distribution and a 475% increase in volume for consumer retail brands.
• Tripled net margins by changing price positioning and adopting a premium pricing strategy for industrial and bakery businesses.
• Awarded #1 edible oils & fats selling company in Pakistan within three years and recharged product innovation by developing and launching specialized fats for high-end markets, taking first mover advantage.
• Established as the #1 ranking seller of high protein meal in 2019, within 2 years of commissioning of the seed crushing unit. Changed trade norms from 60 days credit to 15 days credit along with sales against cash advance.
• Negotiated and started co-packing of personal beauty care range locally to avoid the adverse effect of high import duties on sales - 300% growth in volume.
• Boosted management team morale, capability, and capacity by performance driven culture shift, promoting professional growth and development, and aligning incentives with targets.
• Championed talent training development and reduced attrition rate from 27% to below 5%.
Projects:
• Seed Crushing and Solvent Extraction Plant, Karachi - successfully commissioned the largest greenfield seed crushing, solvent extraction plant with a capacity of 600T/ Day while remaining within CAPEX of USD 15 million.
• Local production of personal care range through toll packing - Negotiated and stated toll packing of Personal care range through one of the best-in-class 3P manufacturers in Pakistan.
• Successfully and timely implementation of SAP.
• Sales automation - to track daily sales efficiencies including productivity, secondary sales by channel, trade discount and schemes, strike rate, range selling, trade receivables, and shelf share against budget using management dashboard.
As a P&L advocate, successfully turned around the loss-making bakery ingredients business in less than 6 months through innovation/renovation, building distribution infrastructure across the Middle East especially GCC and North Africa, and bringing down product complaints to zero.
• Initiated renovation of existing range of premixes by to provide consistent quality and stated charging 10% lower pricing vs European brands vs 35 to 40% previously lower pricing to improve margins drastically across markets.
• Developed and launched bespoke premixes and adopted parity pricing with established European brands to yield high margins and successfully expanded and grew the company’s bakery premixes - bread mixes, sponge cake mixes, muffin mixes, donut mixes, bake stable custard mixes, biscuit mixes, and bread concentrates - in 2 years across the Middle East especially KSA, Kuwait and Oman.
• Doubled IFFCO Ingredients volume in less than three years by adding more customers and entering into new markets
•. Efficiently managed to increase volume by 35-50% for co-packing partners including GMills, Kraft and Heinz by fixing issues in plant efficiencies. Reduced production losses to generate savings of AED 1 million per annum.
• Turned around powdered drink business by increasing volume from 800 Tonnes to 2000 tonnes while rationalizing number of SKUs from 27 to 9 and discontinuing 2 brands by retaining only 1 power brand, Tiffany. - simplified operations.
• Initiated joint business planning with major distributors in Iran, Iraq, Yemen, and Africa.
• Led initiatives for the launch of new products including vegetable fat-based liquid whipping cream in Tetra Pak packaging and powdered whipping cream in 10 kg bags.
• Supported enhancement of human capital by building a state-of-the-art test bakery for training the sales team as well as bakery chefs of large customer organizations like Emirates Flight Catering, Spinneys, and Carrefour.
• Strengthened the technical team by hiring a Western lady chef and an Arabic/English-speaking Moroccan chef to facilitate product development, consistent product quality, and demonstration of product applications at customer premises.
• Organized and led roadshows in Saudi Arabia to demonstrate the advantages of using IFFCO bakery premixes to a target audience of owners and chefs of large industrial bakeries as well as potential distributors.
Project:
State-of-the-art Test Bakery, Dubai UAE - Built state-of-the-art Test Bakery for product demonstration, new product development, and training to bakery chefs - 100% customer satisfaction and conversion to IFFCO brands from European brands.
Coordinated multimillion-dollar sales, marketing, and supply chain operations with full P&L accountability for a Food and Beverage manufacturing company with a wide range of products including Mayonnaise, Ketchup, Sauces, and Tetra Pak Beverages.
• Effectively used strategic approach using strong analytical abilities for internal and external assessments, leadership coaching, asset management, and Lean Six Sigma to create a new organizational culture empowering people in decisions and accountability for achieving results.
• Led the transformation of Al Ain National Juice Company from a loss-making company to an FMCG industry leader in the Middle East, making the most profitable, efficient, and sustainable company in the region with a turnover of $200M and a net profit of $10M per annum, by implementing a culture of excellence, developing a world-class team, and redefining the supply chain strategy.
• Increased profit by $10M per annum by introducing a risk-mitigation audit approach, using an asset maintenance system to reduce downtime, and by creating a demand-based production plan for all countries in the Middle East & North Africa.
• Established new marketing and sales function in a startup business by hiring best talent.
• Developed and launched company's range of biscuits, wafers, and chocolates with product differentiation across Pakistan.
• Deployed one of the leading advertising agency for brand communication and activation through media campaigns by using mainstream media and digital platforms as well as market storming to create awareness and generate product tries.
• Implemented robust processes and controls to ensure effectiveness of marketing processes and sales team efficiencies.
• Appointed more than 100 distributers nationwide with a field force of 36 company resources including regional managers and order bookers.
• Managed marketing of a range of long-life packaged milk and beverage products, growing business turnover from USD 16 Million to USD 130 Million in 5 years.
• Formulated and implemented strategies to accelerate growth of existing brands, introduce new product categories, enter high-potential international markets, and optimize the product portfolio to achieve revenue targets with improved gross margins.
• Drove efforts that established Haleeb as the largest food brand in Pakistan, with undisputed market leadership in terms of market share, top-of-the-mind brand recall, currently used brand, and brand used most often.
• Consolidated several brands into fewer power brands which improved the focus and effectiveness of marketing investment in the delivery of results.
• Spearheaded programs for tracking brand health and distribution penetration across Pakistan through interactions with consumers and retailers, including qualitative and quantitative market research, focus groups, product testing, syndicated brand tracking, and AC Nielsen retail audits.
• Led a team of 150 sales professionals to drive growth of various product categories, delivering a CAGR of 20% in 3 years.
• Transformed the distribution model to an enhanced focus on the retail channel and increased coverage across Pakistan from 90, 000 outlets to 150, 000 outlets.
• Built and sustained robust market leadership in the desserts and culinary range against Nestle and Galina Blanca. Nestle exited the market in desserts, chicken cubes, and sauces range in the country.
• Optimised after sales service support to the retail channel and reduced trade spending from 5% to 3% of net sales in 2 years.
• Led the launch of the Knorr brand in Pakistan and established the brand by introducing a range of bouillons, soups, noodles, and sauces, capturing market share from Nestle and gaining undisputed market leadership in chicken cubes, soups, and noodles.
• Executed market research studies for desserts, Knorr culinary range, and Energile powdered energy drinks and worked with reputed international research companies to ensure delivery of planned outcomes.
• Earned an award from Bestfoods Asia President for outstanding performance of the Knorr brand in Pakistan and recognized as a high performer with a fast growth track, progressing from Management Trainee to Marketing Manager in 11 years.
• Attended several training and development programs in Europe and the Far East including on-the-job attachment with the Philippines marketing team prior to launch of the Knorr brand in Pakistan.