Sadat Hussain Qurashe

Leading strategic operations with a mandate to deliver business transformation, growth, and operational excellence.

 Spearheading IT & Digital Transformation programs to modernize systems, enhance automation, and enable data-driven decision-making for improved agility.
 Driving supply chain excellence, optimizing procurement and logistics to reduce costs, mitigate risks, and ensure end-to-end operational efficiency.
 Shaping and executing sales and business strategies to expand market share and drive sustainable revenue growth across new and existing markets.
 Leading process integration and operational performance frameworks, ensuring scalability, resilience, and continuous improvement across all functions.
 Building and developing high-performing teams and fostering a culture of innovation, accountability, and excellence.

Led four core business pillars: Operations, IT & Digital Transformation, Sales
Management, and Supply Chain.

In my role as the General Manager of the Machinery Department, I lead operations across the sales and aftersales
functions for a diverse range of construction, earthmoving, hoisting, material handling, and cleaning equipment. With
full Profit & Loss (P&L) accountability, I drive the growth and profitability of the department while managing a portfolio
of global brands, including XCMG (ranked 3rd globally), Maximal (a Hyster-Yale brand), and Nilfisk.

Key Responsibilities:
• Direct all strategic and operational activities within the Machinery Department, overseeing sales, aftersales support,
and customer service across the country.
• Develop and implement sales strategies to increase market share and revenue, aligning with company goals and
industry trends.
• Manage relationships with global equipment manufacturers, including contract negotiations and dealer agreements.
• Provide leadership to sales and service teams, ensuring high performance in customer acquisition, retention, and
aftersales services.
• Monitor financial performance, ensuring the department meets or exceeds revenue targets, operating within
budget, and maximizing profitability.
• Oversee the deployment and service of machinery, ensuring timely delivery and effective aftersales support across
all regions.

Major Achievements:
• Successfully established the Machinery Department from up, taking on full P&L responsibilities and
building a profitable business unit.
• Identified and secured dealership agreements with industry-leading global brands such as XCMG and Maximal,
strengthening the companys product offering and market position.
• Achieved the annual sales target of 150% by implementing strategic sales initiatives and driving market penetration.
• Expanded the departments service portfolio to cover aftersales support nationwide, improving customer satisfaction
and brand loyalty.

• Directed the QHSE department, ensuring compliance with national and international safety standards while
promoting a proactive risk management culture.
• Built and nurtured a performance-driven culture rooted in operational excellence and continuous improvement,
utilizing Lean Six Sigma methodologies to drive efficiency.
• Worked closely with senior management to develop and execute strategies aligned with the companys vision and
mission, ensuring operational goals were met through KPI tracking and performance assessments.
• Conducted business risk assessments using SWOT and PEST analysis, enabling informed decision-making and
strategy refinement.
• Spearheaded the organizations successful certification for the Integrated Management System (ISO 9001, ISO 14001,
OHSAS 18001) through Bureau Veritas.
• Led the Cummins Excel Audit program, achieving excellence in compliance and enhancing customer satisfaction.
• Executed multiple Lean Six Sigma continuous improvement projects, which included:
◦ Reducing accounts receivables by optimizing collections processes.
◦ Streamlining and optimizing equipment and parts inventory management.
◦ Improving Cash Conversion Cycle

• Established and led the Machinery Department from the ground up, with full responsibility for P&L, sales strategy,
and market growth.
• Developed and implemented sales and aftersales strategies significantly enhancing market presence and customer
retention.
• Identified, negotiated, and secured dealership agreements with SANY, SINOMACH, and Beiben Trucks, strengthening
the companys product portfolio and enhancing its competitive edge.
• Managed end-to-end sales operations, from lead generation to contract closure, while ensuring high levels of
customer satisfaction through effective aftersales support.
• Fostered strategic relationships with key industry stakeholders and suppliers, negotiating favorable terms to
maximize profitability.

As I led the Machinery Department with full Profit & Loss (P&L) responsibilities, overseeing sales and
aftersales support for a wide range of heavy equipment, including construction, earthmoving, hoisting, lighting towers,
and more. I successfully managed a portfolio of global brands, such as SANY (World No. 4), SEM (a Caterpillar brand),
AMCO VEBA, and Almand Bros, ensuring a strong market presence across the country.
• Negotiated and secured dealership agreements with renowned global manufacturers, including SANY, SEM, AMCO
VEBA, and Almand Bros, significantly strengthening the companys product portfolio and market competitiveness.
• Directed sales and service teams, focusing on maximizing revenue, maintaining high customer satisfaction, and
optimizing operational efficiency.
• Acted as a strategic advisor within a cross-functional team, contributing to the development of the companys
website in line with Caterpillars brand guidelines.

Major Achievements:
• Achieved US$ 5 million in sales revenue within 3 years, driving business growth and profitability in a competitive
market.
• Successfully launched and managed the Apex Machinery startup, positioning the company as a key player in the
heavy equipment sector.

• Led the Improving Used Equipment Sales Six Sigma project, resulting in significant market share growth, increased
revenue, and improved profit margins by optimizing sales and operational workflows.
• Developed and implemented an automated used rental equipment buyback procedure, utilizing digital tools to
consider key operational and financial variables, improving decision-making and process efficiency.
• Digitally transformed the used equipment department by developing end-to-end processes, from equipment
identification and purchasing to refurbishment and warranty administration. Established time benchmarks based on
Voice of Customer (VOC) and Voice of Business (VOB), monitored delays at critical stages, and applied Lean principles
to eliminate waste and improve equipment availability for quicker sales.
• Advised and supervised other Six Sigma Black Belts on their projects, ensuring alignment with organizational goals
and successful implementation of process improvement initiatives.
• Trained and mentored Green Belts, fostering a Lean Six Sigma culture across the organization by delivering targeted
training programs and encouraging continuous improvement.

As I led the end-to-end management of CNG projects, overseeing all phases from concept
to commissioning while ensuring compliance with HDIP guidelines and national and international regulations. I worked
closely with global partners, including IMW and Caterpillar, to ensure the seamless selection and integration of engines,
safety systems, and control interfaces for CNG compressors.
• Managed the complete lifecycle of CNG projects, from initial design and planning to commissioning, ensuring
compliance with HDIP guidelines, national regulations, and international standards.
• Collaborated with IMW and Caterpillar to select and integrate prime mover engines, safety systems, and control
interfaces for optimal performance and reliability in CNG compression systems.
• Executed multiple turnkey projects for key clients such as Shell Pakistan, Chevron Pakistan, and other high-profile
customers, delivering fully operational CNG stations across the country.
• Led cross-functional teams in the installation and commissioning of CNG stations, ensuring projects were completed
on time, within budget, and to client specifications.
• Ensured all CNG systems adhered to strict safety and operational standards, minimizing risks, and ensuring the
highest level of performance and safety.

Led application engineering, Tender management, installations, and commissioning of power generation projects all over
the United Arab Emirates.

• Managed and supervised natural gas and diesel power generation projects for major industrial and oil & gas clients,
ensuring seamless execution and on-time delivery.
• Delivered turnkey power generation solutions for prominent petroleum and gas companies, including Oil & Gas
Development Corporation Limited (OGDC), Presson-Descon, Pakistan Petroleum Limited (PPL), BHP Billiton, MOL
Pakistan, and OGEC Cracow Pakistan.
• Led repowering projects for oil rigs, successfully replacing Caterpillar D398 engines with D3512 engines and
upgrading cooling systems, resulting in enhanced operational efficiency.
• Executed a 4 MW, 11 KV standby power generation project for Dongfeng Electric Power and the Ghazi Brotha
Hydropower Project, synchronizing diesel generators with main hydropower turbines for reliable backup power.
• Recommended and implemented modifications to the gas fuel system for G3412 gas gensets, resulting in significant
cost savings of thousands of Euros.

Key Delivered multiple successful projects for both national and international petroleum and gas companies,
contributing to improved power generation capabilities. project

• Planning of Cost-Effective Plant Maintenance, Scheduling and execution of Preventive Maintenance, Coordination of
ISO-9000 activities, and Preparation of feasibilities for future projects.
• Best performance award during plant maintenance shutdown
• ISO-9000 internal auditor

Project Management, Execution and Installation of Generator sets, boilers, compressors, HVAC plants & heat recovery
systems.