ceo
Asateel Group
Total years of experience :37 years, 6 Months
CEO - ASATEEL GROUP, (Logistics Company, Industrial Services/Manufacturing, Food Products Distribution) May 2016 - January 2019
• Started as Executive Director for Asateel Transport Company and KCT Rig Move on 14th December 2016.
• Took responsibility to Manage and Develop the One year old Asateel Transport Operations into full-fledged Comprehensive Logistics Services including Terminal Services, Distribution, Freight Forwarding & Customs Clearance.
• My other Joint Responsibility was to Revamp and Develop Asateel’s Mother Company, KCT Rig Move into a Professional Setup and Escalate its Business Volume.
• Turned both Asateel and KCT Rig Move into Professional Entities bringing in Quality Management System, Full Fledged Safety Department, Advanced Workshop and Good Work Environment and acquired ISO 9001:2015 Certifications, SQAS Attestations.
• Escalated Business for KCT Rig Moves by acquiring more Rig Moves from Weatherford, DPS, Greywolf Oil Drilling Companies and hit its Optimized Best.
• Acquired Lucrative New Contracts for Asateel from Crescent, BAFCO, Gulf Packaging, Almajdouie, Kanoo Terminal Services, Etc.
• Having Revamped KCT Rig Move and the Division having achieved its peak, the Top Management shifted me to take up the responsibility of Asateel Transport as CEO and develop it into Asateel Group with Comprehensive Logistics Services and diversifications into other Businesses as well
• As CEO of Asateel Group, I set up Asateel Foods Co \[Distributors for Sweets of Oman & Importers of Rice from India/Pakistan\] and Asateel Industrial Services Co \[Equipment Maintenance Services, Industrial Batteries and Planned Manufacturing unit for High Pressure Fiberglass Pipes as a Joint Venture with Shengli Xinda of China\].
• Acquired 25, 000 sqm of land on lease near Dammam Port for setting up Container Terminal, Constructed state of an art facility and hired General Managers for all the SBUS’s.
• Asateel Group’s Terminal Services started operations on 15th November 2018 and we have already achieved 3500 Containers/month handling volume.
NATIONAL OPERATIONS MANAGER - ALMAJDOUIE LOGISTICS COMPANY (Largest Logistics Co in Mideast) May 2011 - December 2016
• Responsible for Kingdom wide Operations, 2400 Staffs including Branch Managers, Operations, Fleet, Terminal Managers, Project Managers, Supervisors, Staffs & Drivers under my OS.
• Managing Fleet size of 1800 Tractor Heads, 2800 Trailers, 200 Non-Tractor Heads \[Trucks\], 35 Reach Stackers/Empty Container Handlers, 169 Forklifts
• Managed Container/Truck Terminals in Dammam, Jubail, Riyadh, Jeddah and Yanbu with a Total Area of 1.6 Million Sqm.
• Handling Polymer Cargo Exceeding 8.5 Mill MT/Year in Non Dedicated and 5.5 Mill MT/Year in Dedicated Fleet.
• Maintaining OTD in Exports of Polymer for SABIC from Dammam, Jubail, Jeddah & Yanbu Ports @ 99.6% and Above.
• Responsible for P&L of Multi-Million $ Transport Business with Up to 6000 Truck Movements/Day
• Managing Multiple 3rd Party Transport Providers - Up to 800 Third Party Trucks
• Continually Seeking Efficiencies and Innovations in all Areas of the Business
• Strong Focusing on SHEQ to Maintain High Standards in Operations Excellence.
• Involved in Preparing and Managing of Operational Budgets to Continuously Seek & Optimize Costs
• Driving Continuous Improvement Towards Best Practice (Customer Service & Costs) and Ensuring Operational and Quality KPI’s are Set and Achieved Across the Business Process.
• Developing Effective Relationships with all Key Clients and Managing Contracts to Ensure SLA’s are in Place and Logistics Services Delivered to Client’s Satisfaction
• Headed Business Development Team for Promoting 3PL and Supply Chain Management Business of MLC
• Designing Operations/Fleet for Mega 3PL/Supply Chain Projects
• Effectively Managing Fleet to Increase Fleet Availability, Utilization and Optimization Levels.
• Heading Fleet Inventory Department to Effectively Manage the Company’s Assets.
• Preparing, Upgrading Policies, Functions, Duties and Responsibilities, SLA’s for The National Fleet Inventory Department.
GENERAL MANAGER - Shumous Intl Transport Co,
(Division of Ghassan Al Nemer Group)
• Directly Responsible to the Holding Company for the Profitability and Management of their Transport Division.
• Shumous with fleet of 200 Tractors & Trailers had accumulated huge losses from the time of its inception (3 years) and was on the verge of closure when the General Management of the Company was Entrusted to me.
• Only 15 % of the Fleet Was Operational at that time which along with Gross Mismanagement was Responsible for having brought the Company to its Dismal State.
• Adopted Change Management, Retained High Performing Employees and Motivated them, Hired New Personnel, Bagged New Contracts, Revamped Operations & Fleet Management, Improved Maintenance Facility, Revitalized the Company and had 60 % of the Fleet Operational within 3 Months of taking charge.
• Reduced losses in the First Year, Improved Cash flow, Set Budgets and Cost Control to Increase Profitability.
• Performed Annual Budgeting, including Capital Requirements and Weekly Forecasting and Reporting
• Started New Branches in Jeddah and Riyadh, Upgraded Existing Terminal at Sihat, with Proper Facilities, Introduced Reforms with Procedures and Systematic Operating Procedures.
• Installed GPS Tracking Systems in the Fleet to Maximize Efficiency and Curtail Malpractices
MANAGING DIRECTOR - Tata Motors & Jiangling Isuzu Motors
(Al Wafa International Company)
• Started Al Wafa International Company’s Auto Division in Aug 06.
• Directly responsible for the Overall Profitability of this Automobile Franchise.
• Acquired Dealership for Tata Motors, Designed and Setup Showrooms/Workshop Facilities, Hired Required Manpower and got the Operations Rolling within 6 months.
• Defined Long and Short Term Objectives, and Oversaw Daily Operations, Policy Implementation, Advertising/Promotions and Strategic Directions.
• Set & Administrated Budgets, Initiated Cost Controls to Ensure Profitability
• Recruited and Hired Management and Support Personnel for Sales, Service, Spares, Finance and Administration.
• Evaluated Overall and Individual Performances and Devised Proactive Training Processes.
• Acquired Dealership for Sales and Service of JMC Range of Vehicles.
• Established Business for both Tata Passenger Cars, Commercial Vehicles & JMC Jeeps, Commercial Vehicles and Achieved the Targeted Figures Ahead of Time.
• Record Turnover of SR 18 Million was Achieved in the First Year followed by SR 44 Million in the Second.
SENIOR SERVICE MANAGER - Mitsubishi Motors Cars & Commercial Vehicles
(Alesayi Motors)
• My First Assignment in Saudi Arabia.
• Focused on Total Customer Satisfaction as a Primary and Absolute Zero Compromise Component of Service Operations.
• Delivering Top Quality Periodic, Breakdown and Warranty Maintenances, Made Significant Developments in taking the Quality of Mitsubishi After Sales Service in Saudi Arabia to the Next Level.
• Motivated Workshop Managers in Various Branches to Optimize their Team Performances
• Introduced Staff Motivation Programs, Encouraged them with Exciting Incentives and Rewarded Performers with Increments and Promotions.
• Enhanced Productivity, Escalated Job Quality and Reduced Back Jobs/Failures Etc. to Almost Bare Levels.
• Introduced Express Lane Service, set an Exclusive P.D.I Facility, Completely Equipped the Existed Mediocre Body Shops and Streamlined Service Operations.
• Workshop Revenues Escalated with Increased Workload, Efficiency & Productivity to 90 - 95%. Workshop Revenue shot up by 37% in the first year of my tenure and 20% against the first in the second year.
• Equipped Workshops with the Latest Equipment to Provide the Best Service Possible.
• Ensured Staffs underwent Periodic Trainings to Enhance Quality of Service Deliverance.
PROPRIETOR - Maruti Suzuki Cars
(Reliant Motor Company)
• Started, Owned and Operated this Successful Service Dealership of Cars for Maruti Suzuki Limited.
• Managed the Automobile Care Center through a Team of Service Manager, Supervisors, Workshop Controllers, Mechanics, Denters, Painters, Etc.
• Followed Philosophy of Hiring Right Person for the Right Job by Providing Positive Work Environment including Competitive Compensation to Retain the Best Quality Personnel.
• Coordinated Advertisements and Promotions, Set Budgets and Implemented Customer Relation Programs
• Reliant Adopting Innovative Strategies and Determination to provide Quality Service reached its Pinnacle as one of the Most Modern and Professional Automotive Care Center in the region (Mysore) within a year of its inception.
• Reliant’s Reputation was instrumental in Maruti Suzuki, India’s Largest Car Maker appointing it as their Authorized Service and Spares Center.
• Was also involved in Modification and Alteration of Cars in addition to General Repairs, Body Repairs and Dieselization of Petrol Cars.
• Achieved Profitability Every Month from the 6th Month Onwards until I sold the Company at a Premium in 2002.
GENERAL MANAGER - Mitsubishi Commercial Vehicles/Hindustan Motor Cars
(Kothari Motors Limited\]
• Established Dominant Market for Mitsubishi Commercial Vehicles with Excellent Sales & After Sales Service Network in the Assigned Territory.
• Acquired Hindustan Motor Cars and Royal Enfield Motorcycle Distributorship within a Year of taking charge.
• Developed and Managed a Network of 5 Dealerships in Different Districts.
• Achieved and Maintained Healthy Market Domination for the Brands Under Our Umbrella.
• Earned Distinction from Mitsubishi for having Conceptualized and Popularized their Minibuses as Maxicabs which eventually became a Rage in Rural Transportation.
• Held the distinction of being one of the Most Important & Topmost Performing Mitsubishi Distributors in India with a market share Exceeding 60% among the Japanese Commercial Vehicles in the Region.
• Quit the Company to start my own Automotive Dealership, Reliant Motor Company in 1995.
OPERATIONS MANAGER - Toyota Commercial Vehicles
(Hajees Enterprises (P) Limited)
• Started as Deputy Manager- Sales, was elevated to Sales Manager and subsequently promoted as Manager- Operations in charge of Toyota Division all within 6 months of joining them.
• Made Significant Strides and Captured a Market Share of 35 % from a mere 10% in the First year itself in spite of the Principal Company DCM Toyota suffering Losses in most of the Territories across the Country.
• This Achievement was again Possible due to My Choosing the Right Team, Personal Involvement, Aggressive Penetration and Excellent After Sales Service Back Up.
• Quit The Company When DCM Toyota Stopped Producing Trucks in India in 1991.
SALES ENGINEER - Mitsubishi Commercial Vehicles
(Bangalore Mopeds)
• Was part of the core team involved in the launch of Mitsubishi Commercial Vehicles in South India during the Advent of Japanese Commercial Vehicles into India in the Mid 80’s as their Sales Engineer
• Was primarily instrumental in Developing the Market for Mitsubishi Commercial Vehicles where Nissan, Toyota, and Mazda had already made a Niche in the Market.
• Was Greatly Responsible for Popularizing Mitsubishi in the Rural Market by Promoting it as the Ideal Workhorse. Equipment Abuse was Rampant in Rural Areas to the Extent of Exceeding twice the Permissible Payload Capacity.
• Innovative Strategies and Steadfastness in Meeting Objectives enabled a Territorial Share of 40%.