Sadi Amawi

Building and executing the regional business strategy including both direct and channel sales

• Built the 5-year business strategy for the region including country specific growth and channel strategies
• Turning around the business to growth and profitability
• Development and execution of the customer retention strategy and successfully retained majority of customers
• Development the regional pricing strategy with consideration to profitability, market positioning, and competition
• Development and execution of the channel partnership strategy and successfully on-boarded new channel partners
• Execution of the talent development plan to harness and grow top talent in the region
• Leading the sales team into successful execution of sales strategy and developed reporting mechanisms to enhance proactivity, clarity, and efficiency
• Maintained and developed relationships with high-ranking government officials in ministries and municipalities across the region
• Successfully implemented marketing initiatives leading new customer acquisitions

Leading the UAE field team of around 30 associates, including 9 direct reports in various functions (P&L size: $15M)
• Continuing to lead the Arpal integration project comprised of multiple, functional, workstreams
• Developed, and continuously adapting, the model for the integrated field team and successfully meeting integration objectives
• Developing and executing various strategies to close gaps in sales and service model to improve customer Retention and Growth, as well as new account Gains
• Building a culture of aggressive sales, accountability, customer focus, execution, ownership, and leadership
• Establishing and fostering an internal talent pipeline and an external talent bench
• Actively championing and participating in the creation of the variable pay compensation model aimed at enhancing performance-based culture
• Developing and executing an in-country distribution strategy that will ultimately lead to logistical efficiencies, channel creation, and load reduction on market resources
• Working with marketing on optimizing the product portfolio aiming at improving customer focus, competitiveness, margin improvement, and overall value proposition
• Building relationships with key organization in the market, along with key influencers and experts, to build and improve credibility, championship, and brand recognition of Ecolab in the institutional sector
• Working with corporate accounts team to aggressively target key competitive accounts while pushing the competition back to defensive mode

Built the Sales Operations organization in MEA - a newly introduced function to Ecolab international regions. Led a team across the region with direct and remote associates
• Led the integration of the Arpal Acquisition, developed the integration plan and governance structures, participated heavily in the commercial workstream analysis for the integration of the field teams, and building structure for over-achievement of integration targets
• Responsible for the creation of new sales policies and procedures, adapting global policies to the regional market, and creating governance around the implementation and continuity of the policies
• Supported the implementation of multiple regional IT platforms that revolve around field sales activities and global sales and financial reporting (Salesforce.com and Business Intelligence)
• Successfully led an LLS (Lean Six Sigma) project as a green belt and over-delivered OI savings target
• Led the UAE cross-divisional customer service function, built long-term infrastructure framework, reporting, and process improvements targeting improvement in efficiency and customer focus

Managed the distribution business for 9 countries across MEA; including KSA, Kuwait, Oman, Jordan, Lebanon, Iraq, Mauritius, Seychelles, and Madagascar
• Successfully achieved sales targets in my area of responsibility
• Worked with the regional distribution manager on formulating and implementing the long-term distributor growth strategy for the institutional division in MEA
• Worked closely with distributors in their local markets to solidify partnerships, build sales, and set the stage for long-term aggressive growth
• Built the individual market growth strategies with the distributors and created tools for monitoring the growth pipeline, sales, and stock levels; these tools have become the standard across the MEA region
• Evaluated each distributor’s product portfolio, introduced innovation, rationalized low margin products, closed gaps in their offering; targeting margin improvement and top-line sales growth
• Consulted and supported distributors in building healthy project P&Ls and with formulating local supply agreements their customers.

Responsible for the development and growth of revenue of the Institutional Division in Saudi Arabia through 2 distribution partners
• Supported distributors with market information and opportunities, and uncovered growth avenues leading to growth within current customer base and addition of new customers
• Advised the distributors on optimal sales structure in order to enhance market coverage and helped build their sales teams
• Evaluated distributor technical capabilities and filled the gaps with training and technical support
• Supported Ecolab key accounts by insuring distributor compliance with global contracts and pricing structures, attainment and proper service of accounts, key account local market information, and auditing of distributor sales reports
• Managed product pricing and successfully exceeded margin targets
• Supported the distributors with optimizing supply chain processes and required stock levels leading to the minimization of stock outages

Responsible for the development, maintenance, and growth of all non-water specialty chemicals. Leading a team of 13, including Sales, Marketing, Finance, and various support. (P&L size: $80M)
• Responsible for the development and growth of each individual employees in my division with the goal of establishing their own department leading to the spin-off of 2 additional departments from within my division
• Successfully sought and developed a manufacturing joint venture with a multinational specialized in plastic additives. Also, represented Juffali in the project implementation team that oversaw the establishment of the manufacturing plant from the planning stage till inauguration.
• Developed the business plan for a bitumen testing lab/consulting house and a bitumen mixing plant that would support the polymer modifier business and that has the potential to increase division revenue by over 1000%
• Added, and successfully developed several new representations and businesses with the potential of doubling my division’s current revenue within 5 years
• Responsible for setting the targets, budgets, and the P&L of the division
• Successfully developed several distribution businesses in multiple industries

Managed a portfolio of specialty chemical products with multi-million USD annual sales revenue; with annual growth of 20%; Team Size: 3 (P&L Size: $20M)
• Developed the business of a polymer modifier of bitumen from product inception into a multi-million USD distribution business within 3 years
• Doubled the sales revenue of the existing specialty plastics business within two years
• Supervised the complete logistical process, starting from ordering stock, custom clearance, storage, and ending with delivery to customers
• Built annual forecasts with suppliers and customers
• Continuously surveyed, both, market and supply partners for new business development opportunities
• Developed team to become self-sufficient in handling and growing their own developments and businesses

• Managed the sales/marketing department and a staff of 8 professional employees to attain and sustain constant improvements in the sales process and sales revenue.
• Launched and directed the department of small international sales which in turn produced sizeable additional annual revenues.
• Managed a staff of 4, in accomplishing a search-engine optimization initiative resulting in a higher web-ranking that contributed towards an average of 10%-15% of additional sales.
• Directed team in the process of electronic invoicing and receipting of daily purchase-orders.
• Produced reports that helped management identify products for which price increases are crucial therefore aiding in profit margin improvements.
• Examined standardized costs against actual invoice costs to identify process inefficiencies, improvement opportunities, and low profit margins resulting in an average of 10% increase in profit margins.
• Collected due accounts electronically and ensured accuracy and validity of the payment process.
• Attended industry trade-shows in order to allocate future product suppliers.