فادي هنانده

Restructuring the company after the fall out between the partners. Rebuilding brand recognition and handling all legal matters of the company. Restoring the brand strength in the markets covered by the operation company locally and externally.
• Assessment of company status and situation, including sales, profit, staff, policies, legal standings and risk and gap assessment.
• Restructuring and rebuild of finance team.
• Change in ERP system, transfer of data and installation of control mechanisms to avoid loses as per the risk and gap assessment.
• Setup a policy and procedure manual for all departments.
• Benchmark the salary scales, and other HR related guidelines to the market.
• Full market study and implementation and development.
• Acquired ISO 9001 & 14001.
• Rebuild of procurement department.
• Sales staff training, mostly on sales and marketing processes.
• 5 year business planning and providing long term planning and vision for our markets.
• Setting up KPI’s for Operations and Finance. Sales KPI’s in process.
• Reduction of customer receivables by 15% while maintaining a 26% growth in sales, by implementing a new credit control policy.
• Growth in cash of 96.89% over 2 years.
• Decrease of inventory value of 15% every year.
• Increase net cash position at 76% over 2013.
• Operational cost reduction of 23% over 2 years.
• Handling of all legal matters between the partners.
• Handling all governmental related matters. Specifically in terms of Tax and Social Security to clear the inaccuracies of previous years.
• Settlement of old accounts, 5 years and older.
• Setup new distribution points in Lebanon, Iraq, West Bank, Saudi Arabia, Cyprus & Djibouti.
• Establishing, building and managing a new a new operation in Algeria.
• Market study of the Algerian market and setup of distributors in the country.
• Growing of intercompany relations specifically in terms of export, customers and product knowledge.
• Diversification of product range with an inclusion of 38% more products than previous years.
• Setup the reporting structure in the company.
• HSE: Introduced HSE into the company, training of staff and implementation of HSE guidelines.
• Renegotiated credit terms with suppliers.
• Setup of Authority Matrix.
• Contracts, staff assessment, job description, succession planning and evaluation.

Building various teams in NESMA BATTERJEE CONSTRUCTION MATERIALS (MIESTER) & BATTERJEE STEEL, along with handling and consulting on sales of the companies, business development and integration of systems into all companies.

• Acting GM for MEISTER construction chemicals company.
• Setup and recruitment of various teams and their members including sales, administration, finance, operations, HSE, logistics and procurement.
• Setup a policy and procedure manual for all departments; salary scale, and other HR related guidelines.
• ISO manuals and training.
• Market research and development.
• Procurement of finished products in accordance to market and customer needs.
• Technical training of sales staff.
• Sourcing and implementation of ERP system for all manufacturing companies.
• 5 year business planning and providing long term planning and vision for all companies.
• Setting up KPI’s for all divisions.
• Establish local and international reporting structure and requirements.
• Lead introduction of knowledge mangement and knowledge sharing technologies among different OpCos and affiliates.
• HSE: Work towards introducing and reducing DAWFC & HIPO. Ensure all incidents are promptly reported and investigated. Implement statistical data register.
• HR: Recruitment, prepare career improvement, job description and succession vision plans, restructure, retain & promote available worthy talents.
• Build on and promote inter company cooperation in means of customers, market knowledge and resources.
• Develop and execute sales plans and strategies.
• Setup if technical department in MEISTER. QC/QA procedure and responsibilities.
• Sourcing of RM and PM, rating system for suppliers, .
• Authority matrix setup.
• Tie up between the finance departments and other departments in each company along with flow of work towards group finance.

• Expanded the company’s range of activities to include General Trading by setting up a trading branch, in order to grow the company.
• Setup a policy and procedure manual, salary scale and other HR related guidelines.
• In charge of licensing, partnership analysis and development.
• Targeting new markets, bringing in new customers, market needs research, distribution channel analysis and reporting, product development planning and management.
• Sales organization development and planning, business planning, import/export development, along with marketing and advertising and promotion planning.
• Acquired conditional distribution agreements for the ME region and UAE for various products, covering the F&B business to the construction business.
• Acquired representation agreements for two financing institutions, one for the group and the other for the company.

• Implementing Back to Basics of JMH Group policies and procedures.
• Handled the daily operations of the company.
• Implementing group and country policies and procedures for HSE. Setup of in-house training sessions for HSE.
• Insured timely execution of financial reporting, operating forecasts, cash flow planning, taxation and legal regulatory and related activities.
• Procurement & supply chain planning and oversight.
• Orchestrated various management and HR activities resulting in the growth of competencies, better placement and reduction of staff turnover.
• Overseeing the implementation of better practices for improving factory utilization; man-hours, equipment, enhancement.
• Set succession, development and training plans for personnel in all departments, reducing turnover and driving motivation.
• Developed performance of different departments through the adaptation of KPIs.
• Monitored and controlled credit facilities as per group policy.
• Approved expenditures, liaised with bankers, vendors, governmental organizations and other entities.

• Rebuilt Jordan’s sales team from scratch.
• Enhanced and developed FOSROC Jordan’s image and reputation in the market, managing to regain customers’ trust.
• Carried out the role of business development of local and external markets.
• Actively participated in the implementation and process redesign of the new ERP system on all business fronts.
• Achieved a growth of 32% in national sales and 14.5% in external sales over 2006.
• Reduced debtor days by 10.5%.
• Developed training and succession plans reducing staff turnover by 19%.
• Successfully introduced new products translated into high margin sales (>65%).
• Adjusted product mix sales reflecting an increase of 7% in powder sales and a 35% increase in industrial flooring market share.
• Developed, trained and administered the accounts of three loyal applicators.
• Set local credit control policy in line with JMH policy.
• Enhanced cash flow status, through collection and sales expenses savings.
• Working on rebuilding the markets in Lebanon and Syria.
• Improved IC sales, envisioning Fosroc Jordan as an export hub for other OpCos.

• Re-organized the Hafouf market.
• Increased client base in Jubail by 10%.
• Specified, sold and supervised application of epoxy grout in three major Aramco projects; Haradh, Hawia & Othmania.
• Successfully secured approval and sale of coatings (Nitocote EPU) for three STP & STTP projects in Dammam, Khobar & Hafouf.
• Administered sales and marketing plans for designated area & identified new markets.

• Made a comprehensive market feasibility study of Yemen’s insulation market.
• Made a comprehensive market study of Jordan’s insulation market.
• Handled marketing of products in Yemen, Jordan and Syria.
• Devised and implemented a marketing and sales strategy which resulted in boosting market share by 20%.

• Set up new Ethiopia District Office.
• Traveled throughout the territory to make detailed presentations and to promote company products.
• Held seminars and workshops for consultants to introduce and demonstrate steel structures’ benefits and specifications.
• Implemented after sales plan which increased return customers by 80%.
• Reduced expenses by 75% by implementing an Internet based communication network.
• Spearheaded a promotional event countrywide.