Corporate Marketing Director
Transmed
Total des années d'expérience :19 years, 7 Mois
Joined Transmed Holding post the company acquired the “YES” brand, a brand that have been distributed by Transmed for 60 years, from Procter & Gamble and became a member of the board of executives at Transmed Holding; managing the strategic marketing function at corporate level. The objective was to assign a new manufacturer for the brand and move it away from P&G factories and conduct a relaunch for the brand in the Lebanese market which was done successfully in less than 6 months. Later I started building the department with an objective of creating Transmed own brands and acquiring new brands to be distributed at market levels across the 11 operations.
The model that I created in order to succeed in this included research of global trends (attending top world food & nonfood Exhibitions), market sizing of business opportunities, study of local market insights and competitive landscape, feasibility studies for business opportunities, product development, brand development, and brand management post launch. And for this, I had to put in place a strong team which includes business managers (by market / business), marketing managers, brand managers, digital managers, and creative managers.
I launched several brands (6+) in different markets with a turnover of 25+ million USD in 4 years starting from scratch with very healthy profit margins. The first project is an organic range (90+ SKU’s) sourced from more than 15 countries presented under a very strong brand “Earth Goods”; launched initially in UAE with a strong campaign and then replicated in KSA, Jordan, Turkey and Ivory Coast. The second is a roasted nuts brand “Halabi”, where the department put in place a factory, created a brand with very strong differentiation vs. competition and launched initially in Lebanon and then replicated in UAE, KSA, Jordan, Ivory Coast, Nigeria, Ghana, Algeria and others. These are two examples of 6+ successful projects, all owned by the company and delivering strong IMS and GP.
Joined the group in mid-2010 in the capacity of Regional Category Manager for the three main markets, namely Saudi Arabia, Egypt & Lebanon with an objective to create and lead the regional marketing department where the objective was achieved by July 2012 when I was promoted to Regional Marketing Manager. Post many achievement including and not limited to brands relaunching, packaging uplifts, brands strategy by market, advertising and communication by brand on different mediums by market including TV, Outdoor, Social media, etc. I was promoted to Regional Marketing Director for the Middle east region. In this journey, I had many achievements on strategic level by market, brand level, communication level, and turned negative businesses into profitable ones. All those achievements would have happened without the support of a talented team including marketing managers, brand managers, digital managers, and creative designers.
Managing and developing the Confectionary category sales in U.A.E. and Oman. This covers many aspects such as converting marketing strategies to match local countries, implementing regional promotions, planning and finalizing tactical promotions, and developing category and channel plans in order to achieve set targets.
Handling several multinational clients within different fields, as per the below table. The job is a mix of managing the client’s needs in terms of planning, marketing strategies, marketing campaigns, creative art works, TVC’s, Radio etc., playing the role of linking the client to the agency and its internal branches such as Optimedia, e-Works, Dialog, and Headline PR. Clients: Nestle (Nescafe & Nido, McVities, Garnier, & UBS.
Managing top tier accounts in the Saudi market, covering Jeddah and Makkah. Dealing with management level of top tier customers in order to work on improving brand image and presence inside the stores, and provide BTL advertisement, namely in-stores advertisement (mainly custom made displays) in order to strengthen the new products initiative of each month. In addition to that, splitting targets and planning for the sales team to achieve the set targets. Finally, setting the yearly custom maid promotions schedule for clients, updating them on budgets, and signing yearly contracts.