نبيل سليمان

Please take note of the following information about SCAB Group:

SCAB Group is an Italian company that specializes in producing chairs and tables. It was founded in 1957 and currently sells its products in over 130 countries. The company is classified under ATECO 31 (Furniture Manufacturing) and focuses on designing furniture, particularly seats and tables made from various materials such as plastic resins (e.g., fiber-reinforced polypropylene), polycarbonates (e.g., Macrolon), metal, and wood.

Main responsibilities:

- Develop the market in the MEA zone countries, plan growth in countries with existing presence, and establish new networks in new countries.
- Achieve the sales targets set by the owner while respecting volume, price, and product/market mix parameters.
- Ensure the achievement of objectives and compliance with agreed strategies.
- Create a distribution network capable of pursuing the company's commercial objectives effectively.
- Visit existing and potential customers, either on their own initiative or at the request of district leaders or vendors/agents.
- Participate in defining the company's commercial policies, product characteristics, and the type of clientele that commercial actions should target.
- Assist customers throughout the sales process and collaborate with various customer offices to ensure profitable product use.
- Collaborate with administrative bodies in managing invoicing and receipts related to various orders.

About FILSERVICE:
An Italian manufacturing company has been operating in the textile industry for over 30 years. The company specializes in special yarns and accessories for the fashion industry, including sequins, beads, and prints on yarn and fabrics.

Responsibilities:
1. Setting seasonal goals and developing plans for new trends and sales growth, such as introducing new seasonal products.
2. Researching, planning, and implementing initiatives to target new markets based on market trends and patterns.
3. Following the existing protectionist model of "Exclusivity as a sales strategy" and evaluating exclusive client growth through differentiation.
4. Creating competition strategies, establishing unique selling points, and maintaining competitiveness, for example, obtaining quality certification that competitors do not have.
5. Improving procedures through automation and waste reduction (LEAN) to increase production capacity.
6. Creating and improving corporate image through marketing strategies, such as developing a new multi-lingual website and using Google ads.
7. Training business development staff.
8. Attending conferences, client meetings, sector leaders’ events, and industry events.

Achievements:
1. Reduced the production cost of fashion accessories through the laser division by 70% compared to outsourcing costs. This was achieved by vertically integrating the entire process, improving efficiency, and precision of internal production.
2. Introduced the GRS as an environmental certification required by major brands in the sector. This involved coordinating all stages from supplier research to working with certification bodies and auditors. The company holds Italian and European exclusivity for specific items, creating a significant competitive advantage in the market.
3. Boosted sales by following market trends and speeding up diversification through the use of lasers instead of molding, vertically integrating the process from design to production, and providing customers with a wide choice of samples from which orders were generated.

Chief Operations Officer (C.O.O.):

Key Achievements:
Successfully planned and executed a full organizational restructuring at all levels in 2011.
Identified old non-profitable services and planned the exit strategy.
Issuing cost analysis, formulating forecasts and plans for business units.
Created a functioning Marketing department, supervised and managed the first marketing outcomes.
Improved contracts-writing, service follow-up, and office management processes.
Enhance the image of the company in the eyes of the employees, the clients and public.
Developed a future strategic expansion plan, budgeting each profit area growth through the coming years.
Lead the day to day operations, troubleshooting anomalies, create abstract examples to implement standard solutions.

Key Respnsibilities:
Acting as second in command to the C.E.O. "Vice President" at Atlas Blue G.T.C.
Full involvement in internal/external strategic planning.
Managing the financial and operational risks of the corporation.
Issuing C.B.A.'s "cost benefit analysis" on the diversified activities.
Financial planning for actual and future activities, so as record-keeping and comparing.
Financial and Operational reporting to higher management (CEO).
Proper Resource Allocation; "capital, staff & equipments", to aid productivity & output.
Production control, stock & delivery control, time-line monitor and plans reviewing.
Leading the company's day-to-day activities in its three main sectors;
(1) Swimming Pools Building "Projects".
(2) Swimming Pools Cleaning & water chemical balance "Service".
(3) Swimming Pools Faults Reparations "Maintenance".

Marketing Manager:
I was in charge of planning marketing and branding objectives, Expand product range, Prepare marketing strategies along with other departments, Analyse market trends and feedbacks and recommend strategic changes, Prepare and adhere to budgets. Manage the creation and delivery of literature, advertisements, and other marketing materials, Manage the design of printed ads and publications, Gather and analyse customer insight, Take calculated risks based on data-driven analysis, Collaborate with sales developing strategic partnership activities and implement the execution framework on opportunities, Develop and lead a marketing team that will execute new concepts, business models, channels and partners to position business as innovator and leader.

Export Sales Manager:
I was involved in Administering all sales activities for all export products of Microdos and ensure achievement of all export sales target and analyse all company objectives and negotiate on prices to achieve same and maintain knowledge on all competitor activities. At the same time maintaining all company distributors for all assign territories, visit all sites, provide required training, and forecast sales volume for various projects and maintain knowledge on all product range. Assist to prepare territory budgets and recommend appropriate distributors for all assign region and design all organization projects and facilitate in sales for same. Develop all objectives and goals for market sales and net revenue for all export activities and implement all new product launches to achieve all sales objectives. Collect market intelligence insights and knowledge on all competitor products, participate in various exhibitions and seminars. Prepare all contracts with suppliers and distributors in accordance with EU regulations, and recommend changes if required and prepare reports for all profitability.

Branch Back-Office
Initially I've started as Back-Office, for the Seko's UK and US branches, This is where all tasks dedicated to running the branches took place, from sales, stock, Finance, to Customer issues, communication, R&D and more..
Bargain of power between branch and headquarter, smoothen communication, and channel them to the proper departments, interlinking local to global contexts, Head Quarter R&D engineers to Global Branch sales power and market needs, ...

Sales Area Manager
Following, I covered the gap left in Middle East/Northern Africa Sales Area Manager, for the market and clients portfolio creation and development, identifying the distributors to deal with and give them all the necessary support, paying most attention to the growth of business in these regions, setting sales targets for individual reps and my distributors network as a whole. Training Agents properly with all the technical information they might need, supporting them with anti-competition & market shares gain strategies. Keeping up to date with products and competitors, teaching agents pros and cons of each specific competition product.
Increasing the sales of seko's products in existing and new countries, and maintain the budgeted plan, targets and goals set for MR/NA areas. Monitoring distributors performance in each country, and motivating agents to reach targets, supporting them with all the tools, such as discounts, literature, delayed payment methods, ... Compiling and analysing sales figures and communicating to higher managements, and also contributing in sales budget draft creation to higher management approval.
Collecting agents/distributors/single clients feedback and complaints, and do all the necessary market research, following new product requests analysis with R&D, and Reporting to senior managers.

As a Linguistic and Cultural Mediator I’ve been involved in helping local authorities “Italian State police” to communicate with immigrants at diverse sites in the territory of the region of Puglia. Using language and interpersonal skills to smoothen situations that were already difficult by themselves... I was helping police officers to identify the new comers; I was translating Arabic and English to Italian, helping in the identification of the refugees real nationality and accent/dialect origin.

Reception centres categories:
1. CPSA : First aid and reception centres.
2. CDA/CARA : First Hospitality centres / Reception centres for political asylum seekers.

Reception centres I was involved in:
• CPSA : Otranto (LE)
• CDA/CARA : "Regina Pacis" - San Foca (LE)
• CDA/CARA : "L'Orizzonte" - Squinzano (LE)
• CDA/CARA : "Don Tonino Bello" - Otranto (LE)

Linguistic and Cultural Mediator (Ministry of Justice - Lecce Court)
As a Linguistic and Cultural Mediator I’ve been involved in helping Courtof Lecce, in the cases against immigrants with no Italian language knowledge, I acted like a sworn translator and linguistic/cultural mediator in such controversies, enabling the correct information to reach all parts and assuring that both parties understand each other.
The activities were held at the main tribunal “Court” of Lecce, and the collaboration was limited to the court days for each case requiring LCM intervention.