Nabil Kamil

Following the liquidation of Solarvent, I found an investment partner who believed in the procure and free issue model. I formed Mechpro ltd. The business model had developed a lot throughout the Solarvent days and had become specialised in procuring mechanical equipment on behalf of main contractors. Due to the changes in UK legislation, the solar industry was dead and we therefore opted not to sell solar equipment in the new company. I retained 4 of my sales team and all of my clients which included Mace, Wates, Ardmore, Suncap, Designer Group, Working Environments among others. As a company we managed a turnover of £1.2m in our first 6 months with a gross margin of £224, 000. This was quite an achievement from a standing start.

We also managed to maintain our customer base and contacts in the Middle East. Supplying pumps and other equipment to large industrial sites such as Keppel Seghers and Dolphin Energy.

During my time at Mechpro. I developed new training and mentoring techniques to help my team grow the business and themselves. My recruiting methods had changed a lot as well, favouring assessment days to the traditional interview process. I learned to forecast more accurately based on market and international trends. I learned how to develop strategic alliances with suppliers and distributors alike. Passing this knowledge to my sales team in monthly meetings and quarterly team building events such as golf days. I believe my time at Mechpro taught me invaluable lessons that I can take on to my next challenge with the hope to improve myself and help the people that I am responsible for.

Key Accomplishments:

• Supplying over 3000 HIU’s (Hydraulic Interface Units) to main contractors for residential projects.
• Supplying over 4000 MVHR’s (Mechanical Ventilation with Heat Recovery) units to main contractors for residential projects.
• Supplying mechanical and electrical equipment to White Hart Lane (Football Stadium)
• £5.8m Order book after 18 months trading.
• National framework agreement for the supply of energy centre equipment to Mace Construction.
• Supply of mechanical and air conditioning equipment to 8 Hilton hotels.
• Negotiating £14m of installation work for our partner companies, enabling us to secure the supply contract for those projects.
• Redesigning the CHP ventilation network for Imperial College London.

Following the liquidation of Solarvent, I found an investment partner who believed in the procure and free issue model. I formed Mechpro ltd. The business model had developed a lot throughout the Solarvent days and had become specialised in procuring mechanical equipment on behalf of main contractors. Due to the changes in UK legislation, the solar industry was dead and we therefore opted not to sell solar equipment in the new company. I retained 4 of my sales team and all of my clients which included Mace, Wates, Ardmore, Suncap, Designer Group, Working Environments among others. As a company we managed a turnover of £1.2m in our first 6 months with a gross margin of £224, 000. This was quite an achievement from a standing start.

We also managed to maintain our customer base and contacts in the Middle East. Supplying pumps and other equipment to large industrial sites such as Keppel Seghers and Dolphin Energy.

I was tasked at Exhausto Ventilation initially to grow the account portfolio of end users and distributors. Exhausto is a manufacturer of ventilation equipment and is a pioneer in the field of chimney extract fans. A family business for 57 years until its sale to VKR holdings in 2010, they had very little presence in the UK market until 2007. Having only made £30, 000 in gross profit that year, I grew that business to £300, 000 GP by the end of 2010. By developing relationships with large contractors, consulting engineers and distributors, I was able to get Exhausto equipment specified on a large number of commercial and public sector projects. Using their USP of high efficiency, small footprint equipment, I supplied large air handling units to all of the new Metropolitan Police station projects during my time at the company. Helping consulting engineers in designing the plant rooms so that the equipment would fit allowed us to have a competitive advantage when it came to order stage.

Key Accomplishments:

•Selling air handling plant to the British Antarctic Survey
•Selling fans and AHU’s to 13 police stations through Wates construction
•Selling Fans and AHU’s to over 20 schools and academies
•Designing and selling a bespoke ventilation solution to St Andrews University
•Introducing the first range of high efficiency heat recovery units to the UK market

Selling fire prevention/detection equipment and service contracts to SME clients, with some focus on large corporate and key account development. Playing a consultative role and advising clients on keeping up to date with current legislation. Working within a local branch structure, reporting to the branch manager. My key responsibilities are, sourcing new business from referrals and cold calling, developing existing accounts and maximising contract revenue from my designated territory. I was consistently number 1 sales executive in my branch and number 10 in the south of England region out of 47 sales executives.

Working as an account manager for the market leader in mailing solutions. Covering customer accounts in the Reading area, my duties included customer retention, upgrading existing equipment, developing new business opportunities, and displacing competitive equipment. I had over achieved at this role and by month 2, the business I had written exceeded 300% of the Pitney Bowes target. I managed various key accounts such as Invesco, Sage, Symbol, Rockwell Collins and Intel. I was also involved in negotiating a national deal for Jacobs Engineering.