محمد ممدوح

Contribute and support in the development of the Groups Investment Strategy.
Identify divestment opportunities.
Set detailed investment plans for each of the direct investments managed by the Department, and to manage, monitor and report on performance of those investments against plans.
Represent the company in the Board of Directors of investee companies, as applicable.
Spot timely opportunities for divestment from current investments as required.
Monitor, and perform a continuous evaluation, and bench-marking of existing investments.
Evaluate and provide recommendation on providing credit facilities to any of the investments managed by the department.
Monitor and ensure compliance with asset allocation investment limits

• Spearhead direct investments across diversified sectors with full-cycle
responsibility: due diligence, valuation, structuring, post-deal integration,
and exit strategy.
• Engage with investee boards and C-suite to formulate and monitor value
creation roadmaps.
• Lead negotiation and structuring of financing deals, M&A transactions, and
strategic divestments.
• Turned Around Underperforming Portfolio Companies, boosting
enterprise value by implementing cost control, operational efficiency, and
C-suite replacements.
• Championed Board-Led Value Creation Plans, linking management KPIs to
investment thesis outcomes across 8 investee companies.
Lead the groups Corporate Credit Rating project with renowned rating firms
including Moodys and Capital Intelligence.

• Orchestrated a 70% increase in sales and 113% growth in net income at Pharo
Pharma during chairmanship; significantly boosted shareholder equity with
regular dividend distributions.
• Led the turnaround strategy post-2018 performance decline, achieving:
◦ Delta: +17% sales, +143% EBITDA, EGP 92M net income (from 21M)
◦ Pharo: +24% sales, +102% EBITDA, EGP 84M net income (from 8M)
• Oversaw operational restructuring, ethical sales rechanneling, and portfolio
optimization through rigorous financial and market analysis.
• Improved national rankings: Delta from #37 to #32, Pharo from #34 to #31 in
one year.
• Pioneered Market Access Strategy that enabled entry into new regional export
markets, contributing incremental annual revenue within two years.
• Redesigned Production Workflow, reducing bottlenecks and improving OEE
(Overall Equipment Effectiveness).
• Outsourced Non-Core Manufacturing Processes (e.g., packaging and logistics)
to specialized partners, improving flexibility and reducing fixed overhead
costs.
• Launched governance frameworks, establishing Internal Audit and Risk &
Compliance departments.
• Navigated macroeconomic instability and COVID-19 through pricing reforms,
supply chain risk mitigation, and agile operations.
• Initiated and supervised 5-year strategic plans with external consultants;
executed multi-phase CAPEX expansion and HR performance-linked incentive
systems.
• Directed Digital Transformation Initiatives in sales and marketing, leveraging
CRM and analytics tools that improved salesforce effectiveness
• Instituted a Zero-Based Budgeting System, which reduced non-essential
expenditures and optimized capital allocation for strategic growth.

• Assisted in the establishment of the corporate finance division in RSM Kuwait.
• Delivered advisory assignments in feasibility studies, valuations, private
placements, financial modeling, and due diligence.
• Supported clients with capital structuring, drafting SOP plans, and strategic
market studies.
• Assisted prominent Kuwaiti firms in commercial legal disputes.
• Advised on Capital Restructuring for Family-Owned Businesses, helping
improve debt-equity balance and unlock growth funding from regional banks.
• Designed Dynamic Forecasting Models which were later adopted firm-wide as
templates for corporate finance engagements.