Malek Saad

Took on the management of the entire retail division. Portfolio includes Nike, The Athlete’s Foot, Puma, Reebok, Crocs, Shoe Box New York, and Kickers.
Managed a business plan of 18 million KD and a store count of 35 stores.
As head of retail, logistic, operations, planning, VM & Marketing fell under my area of responsibility. AAW to adopt. Restructured the business and created SOPs for all functions such as buying, planning, logistics, VM, operations, and brand management along with independent KPI’s and service level agreements for each.
Some of the tasks accomplished were cross brand training for entire field team, revising and drafting a consolidated OTB plan for the division, rolling out model stores across the box, and stream lined the reporting system to deliver one common business language.

Achieved a 33% increase in LFL performance within six months.
Reduced marked down stock to 10% from 22%
Rolled out the biggest Nike store opening in the region (Nike Arjan)
Revised the operational structure of Nike and used the brand as a pilot business for other businesses in AAW to adopt.

Revised the whole organizational structure of the business and replaced non performing individuals with high caliber professionals, especially in store management
Restructured the whole OTB plan to bring it in line with the business’ sales forecast. In effect stock turn rose from 1.2 to 2.8 in less than a year
Redefined the training and operational manuals by implementing retail best practices
Repositioned the brand from luxury to middle upper through working on lower MSRP products and direct marketing. ASPs came down from 80 KD to 50 KD
Successfully decreased the landed cost factor on the product by rephasing the buying plans and thus eliminating the need to use 3rd party warehousing and air shipping
Met with mall management for potential store locations and negotiated key money payouts and rent rates

Increased the business into 8 stores by the end of 2011, with presence all over the Middle East

Sustained business growth in line with the company vision. LFL growth year to date has been at 2%. Despite the economic down turn in the region, total growth year to date has been 5% with 20% less total stock than last year
YTD Brand profitability is 50% up on LY
Developed annual financial business plans as per the company directives
Through better management of markdown events, markdown percentage to sales decreased from 50% in 2008 to a current rate of 20%, and in effect saved about 1.5% on topline margins
Efficiently reduced forward week covers from 21 to 14 through controlled flow of product
Successfully launched 6 new stores in KSA, Bahrain, Egypt, UAE and KWT in less than 1 year

Launched Dubai Mall flagship store, only second to NY in term of size of operation under the new concept stores
Through effective PR and marketing, managed to reposition the brand in the upper category of high street fashion, and attracted more affluent customer base in the market. Ad hoc exercises showed a conversion rate of (20%) on first time purchases
Maintained a viable working relationship with the host brand, and constantly planned and reviewed seasonal and yearly merchandise plans for the region

Responsible for the three Alshaya adopted brands, namely Motivi, Oltre, and Elena Miro. These brands had presence in Kuwait (4 stores), UAE (11 Stores), KSA (15 stores), Bahrain (1 stores), and Qatar (3 stores)
Efficiently planned and maximized sale and profit opportunities
Actioned the yearly business plan based on delivery of both volume and cash margins
Adopted a more aggressive price structure, by revising the product cost architecture, and thus added an extra 5% on margins
Efficiently managed provisions; brought down provisional requirements on markdown stock by half through aggressive end of season sale strategies
Managed OTB and maintained an average of 95% stock build against ideal stock targets
Supervised unnecessary stock build ups and in effect brought down the average week cover from 29 weeks to 18 weeks in less than 4 months. This was made possible through more efficient allocations, suspension of unnecessary replenishments and inter country transfers
Aligned expenses with budget after they were up 5% on plan
Revised business forecasts on weekly basis and in effect restructured the sale strategy

Implemented Brand Marketing Strategy set forth by the host brand, and brought forward original marketing initiatives tailored for the region’s market
Efficiently managed a yearly budget in excess of KD200, 000
Initiated ATL and BTL activities in line with the corporate vision and strategy
Proficiently managed and tracked brand marketing expenses and kept them in line with the marketing budget
Conducted timely brand building campaigns across the region to reposition the brand as a leading family destination
Worked closely with advertising and production agencies on matters relating to promotions, campaigns, visual merchandising, and POSM
Developed business cases for promotional events in order to create uplift in sales
Successfully developed marketing plans at country level for the business director
Aligned in store visuals and non stock elements with the host brand image

Supervised the launch of RUGGED sportswear, a line for the young male, designed locally, and manufactured in China and Taiwan. Achieved a sales increase from 10, 000 pcs in Sept 2005 to 35, 000 pcs in June 2006
In Spring 2006, launched RUGGED girly with initial sales of 12, 000 pcs
Successfully augmented cash sales by 110% against budget totaling USD650, 000 in the first 9 months

Successfully managed several multi brand stores across the country
Proficiently restructured stores from being an entity that sold generic items, to one that became a franchisee of many world-renowned Italian and French brands. Such brands included Sinequanone, Bouche a Bouche, Lauren Vidal, Didier Parakian, Nitya, Henrriette, Ica, Musani. This transformation led to an increase in sales at a constant rate of 10% to 15% per annum, thus rising from USD300, 000 in 1993 to about USD3, 000, 000 in 2005
Supervised operations of a network of concession stores in different parts of the country. In 1997 we started with the first concession and grew to 12 by 2004
Spearheaded the company in brand development
Invested in marketing to create consumer awareness and loyalty
Successfully achieved through a planned system of campaigning, an average of 75% rate of conversion among consumers who shopped at competitors. As a result sales increased primarily due to return customers that eventually made up 60-70% of our sales
Maintained a 60% market share in the sport chic ladies line
Responsibilities included meeting with suppliers, setting OTB’s at store level, managing the stock, architecting ranges and prices, and negotiating terms of payments
Successfully increased purchases from USD230, 000 in 1993 to USD2, 100, 000 in 2005 and increased supplier financing from 10% in 1993 to 35% in 2005
Efficiently established a solid credit history with COFACE, the leading credit insurance company in Europe
Increased credit facilities from 100, 000FF in 1993 to 500, 000 Euros in 2005
Reduced stock from an average of USD450, 000 to about USD220, 000, through renting out low budget soldieries and discount stores