Mohammad Hammoud

Senior sales & marketing role reporting to "Aljabr Group General Manager", responsible for the sales & brand marketing activation in KSA. Leading a team of 5 Branch Sales Managers, 5 operations & logistics supervisors, and 5 Accountants. Team 200 members covering 15, 000 POS with a total of 30 core SKUs within two main Brands platforms with annual revenue of 250M SR

Lead the marketing & sales strategy of the local trade to deliver budgeted sales

Represent the company with major customers, suppliers and actively contribute to strategic direction and positive transformation of the business

Identified business performance gaps and opportunities and supportedlocal business
initiatives

Created and articulated a vision and strategy for business channels (DSD & MT)

Developed the roadmap for promotion, products and pricing into the overall business
strategies to achieve sales targets

Closely monitored the operating and financial results against plans and budgets

led the sales force to deliver planned trade executions in the local DD channel which
has greatly impacted distribution % & VPOs

Developed sales reporting tools to monitor team effectiveness and defined sales
performance KPIs / Region / Branch / etc

Cash Transportation Services (CIT), KSA (200M Annual Revenue, 300 CIT Routes)
360 Accountability for annual operational planning, staffing, financial relationships development, resources, day-to-day ATM & CIT operations and P&L performance Managing all aspects of CIT Operations, Solutions, & Security of the Cash Services business in Saudi Arabia.
Main responsibility of ATM replenishment operations services & cash in transit:

1.Assured effective customer service and relations through timely delivery of high quality ATM replenishment & CIT services.
2.Directed and controlled the work and resources of the CIT operations.
3.Ensured maintenance of high level of security, control and performance standards adhering to SOPs, policies and guidelines prescribed by the company.
3.Promoted and maintained a secure and safe working environment within the CIT Operations in line company policy .
4.Control and maintain cash vehicle fleet and equipment to ensure compliance with government legislations and regulations.
5.Provide continual inter-departmental communications to enhance organization effectiveness in dealing with critical issues

Direct and oversee company’s sales, marketing, and promotional campaigns (over 300M SAR, 200 Sales Routes)
1.Developed and managed sales & marketing budget, optimizing the use of funds and generate an incremental return on investment
2.Managed margins and profitability by bottled water product, by category and channel type
3.Monitor, analyze sales and market trends across all sales channels
4.Targeted new customers and new sales opportunities. Initiate action plan to --approach and secure new business
Strengthened brand position
Grown brand awareness
Supported products and sell through
5.Lead the sales & marketing teams to deliver annual set performance metrics and GTM (go-to-market) strategies & tactics execution in match with AOP objectives
6.Improved the efficiencies & productivities of multi-channle distribution which impacted on territorial/regional % sales revenue growth (by 20%)

1.Institutionalized Best Practice Tools, Conventional Territory Planner: modern trade Road Net that delivers on Company’s Plan for effective resource utilization.
2.Built appropriate accountabilities for Fleet Utilization through system generated KPIs and measures to ensure Cost effective and Efficient Deliveries.
3.Built Dispatchers and Delivery Rep Capabilities through Implementation and Sustaining of Systems and Procedures.
4.Transformed logistics operations into a World Class Tel-Sell operations that delivers on ABP Customer Transformation Plan.
5.Developed a Routing Department to provide Support to the Franchise DSD Channel using currently available UPS Systems (Territory Planner).
6.Utilized Territory Planner & Road Net Systems to establish Optimal Routing/ Re-routing solutions to effectively improve on delivery Lead Time and efficiency.

1.Negotiated agreements within (CDAs) company's budgets & strategies.
2.Delivered against key business metrics annually including gross sales revenue (50M-75M SAR), share growth (92% Share Point) and 25%net margin
3.Responsible for operational/alignment of Multi bottlers with the Account/s 4.Effectively participated in all areas of business planning: forecasting, internal and external communication, reporting, financial accounting, administration and customer service
5.Collaborated extensively with Sales leadership, cross-functional and cross- divisional business partners to develop and execute the multi-year, strategic customer agenda
6.Developed call plans that warrants appropriate contacts are made on the agreed frequency
7.Increased Sales and Profitability of Assigned Customers by Channel Focused Primarily on Strategic Pre-selected Customers
8.Profitably grown portfolio of high volume/outlet chain Accounts by 25%
9.Prepared and conducted quarterly internal presentations to ensure senior management alignment on plans and strategies
10.Activated local and national marketplace initiatives and promotions to build brand development and maximize brand performance

1.Trained & implemented handheld sales system across 22 sales centers in the Franchise covering Central, North, and South Regions.
2.Built centralized data bank of detailed customer level information for all outlet universe within Franchise
3.Ensured that all sales transactions are electronically processed and posted to both Finance (A/R) and Supply Chain.
4.Concluded an accurate net calculation by package from Franchise down to account level.
5.Fully automated “ Operations Cycles- S2C, P2P, HRMS ” across Franchise

1.Managed all merchandising in-store/trade activities insuring quality executions of annual Pepsi promotional programs and standards implemented & maintained in 300 modern trade outlets.
2.Participated in setting account development plan in terms of promotional support, presence, problems solving, and push for sales volume targets.
3.Continually measure performance of merchandising executions based on the Pepsi Int. Standards.
4.Managed all point of sale materials across the Franchise to the best utilization & execution PepsiCo Int. standards
5.Supervised, continuously, implementation of presence contractual terms. Managed and trained merchandising staff (70 merchandisers of SR 2 M Annual Cost)