Mounir El Kurdi

Led efective operational management and problem-solving, achieving corporate objectives through workable solutions.
•Developed and implemented business strategies, providing direction and inspirational leadership, including business models, plans, budgets, forecasts, and strategic documents.
•Managed a high-performing team of 7 sales consultants, guiding them to achieve monthly targets.
•Established and maintained strong relationships with group bankers, auditors, consultants, suppliers, customers, and government institutes.
•Reviewed and analysed various markets, generating inquiries and converting them into prospects.
•Conducted staf evaluation, management, coaching, training, and crisis resolution.
•Successfully facilitated business centre leasing, commercial leasing to investors, and streamlined company formations.
•Marketed RAKFTZ in key markets, generating a consistent pipeline of enquiries and atracting more investors.
•Key Achievements:
•Instrumental in establishing the successful business canter at RAKFTZ, generating a substantial pipeline of approximately 40 companies monthly.
•Directly contributed to annual revenue of USD 2 million per year.
•Recognized with various employee awards for outstanding performance.
•Expanded networking both in the UAE and overseas through diverse channels.

Contributed to the annual sales strategy, processes, procedures, remuneration plans and marketing activities to ensure the achievement of monthly, quarterly and annual net growth and revenue growth budget for OSN core markets.
•Full responsibility of market's retail expansion plans and on ground execution and commercial distribution strategies.
•I successfully lead a cohesive and efective sales team of 125 individuals and 40 distributers, seting individual KPIs and objectives to ensure we maintain a "daily" high productivity per individual.
•In Aug 2011, I took on a new challenge and successfully led 3 sales channels (Retail, Street force and Distributors) in KSA & Bahrain, a team of 135 Sales representatives, 1 country manager, and 6 regional managers, 8 Team Managers, 52 retail outlets and 85 Distributors, closing the year at 106% net growth against assigned budget.
•In Jan 2012 in line with company business plan I contributed to the restructuring of the sales organisation in KSA and Bahrain, Introducing a new Sales Code of conduct, beter retention programs, an enhanced loyalty program, an improved sales process, using training needs analysis to recommend training modules, coached for a commission driven sales mindset rather than salary driven one, and by year end the result was a beter calibre management and a more motivated passionate sales force that resulted in a 9% overall increase in the overall productivity level of the sales force.
•In Sep 2013, I took on another challenge handling all Core Market Distributors channel (KSA, UAE, KWT, EGY, JOR and BHR), with the support of my management and functional departments, I was able to add value to the new market cluster with a YTD total transaction result of 122% in KSA, and 103% in UAE

Proposed, developed and implemented strategic trade marketing plans and all tactical trade related activities aimed at aligning trade and PM's goals building sustainable competitive advantage at retail whilst improving PM's competitive position and long-term volume in line with society's goals.
•Successfully launched the first YSP program (Youth Smoking Prevention program)
•Developed and supervised the implementation of annual sales plans, cycle plans and budgets in line with overall functional plans (Sales, Marketing and Corporate Afairs), in order to ensure that volume and profit objectives are met, controlling all major budget parameters and ensuring that reporting requirements are met in a timely fashion.
•Contributed to the achievement of company OCI (operational company income) objectives reporting a profitable growth of 4.5%
•Worked collaboratively with the Trade marketing department, I developed a merchandising strategy including merchandising principles and visibility goals in line with PM portfolio strategy and point of sales segmentation strategy.
•Developed comprehensive and more eficient rout coverage plan to Distributor based on market needs moving from geographical coverage to coverage by channel increasing call frequency level and strike call rate by 10%.

Presented partnering opportunities at existing and potential Key Accounts, supervising the implementation of Key Account plans, positioning the Company as a preferred supplier. Successfully contracted 80% of KSA Key Accounts
•Ensured communication of BAT brands in POS strongly focusing on preimmunises and diferentiation.
•Efectively Launched Phase 2 of Kent Brand family following a seeding strategy. Gained 1.8pp of market share in targeted outlets within 5 months of the launch
•Launched trade marketing campaign for Kent in all KAs & participated in the re launch of 2 major BAT Brands.