sajjad Sabir

Led project solely, responsible for formulation of future fit RTM model for BAT Myanmar aligned with BAT RTM principles,
strategize foundation for business by setting up project, establish project governance and consequently moving the project through
critical key stages of transformation into most appropriate business model thorough assessment of RTM strategy and operations.
• Detail route to market assessment and review of business model in context of Opportunity Review and consequent TM&D
Action Planning following business hypothesis
• Overall strategic responsibility for the project on behalf of the business, ensured that the planned benefits are achieved as set out
in the Business Case within the agreed time, cost and quality parameters
• On time in full delivery of project in 10 months from initial design to execution as per original plan
• 18% Increase in volume post implementation despite 40% rationalization of universe, 36% increase in assortment of drive
brands in covered universe with 62% higher productivity, 12% growth in average drop size at retail universe coverage
• 22 Sub distributors appointment and deployment in selected geographies, 1000+ routes developed for BAT and sub distributor
coverages

Responsible for development and implement trade programs / bands initiatives, trade coverage plans, and category-based solutions
aligned with business objectives in the end-market, define customer trading terms (credit, discounts) in the commercial planning,
aligned with marketing strategy, worked as Central lead in marketing to coordinate with key functions, i.e. marketing finance, HR,
security, legal, Manufacturing & Product development
• Central lead for project Maximus trade plan, worked on building communication capability, speed to market, trade engagement
plan, resource deployment in identified clusters, tactical interventions, role profiling of new structure, reward plans for VBPs
and teams, resource training, training content development, reporting & control mechanism in project Maximus
• Worked as project lead in developing ID strategy till 2020 and execution of ID strategy in 2016 for Pakistan covering RTM role
of various channels, channel wise stock planning for better market control, improvement in RTM health and gain maximum
benefit for business, as project manager actively worked on program development, deployment and Stake-Holders engagement
on this initiative
• Developed all trade plans of brand campaigns in year 2016 & ’17, as trade lead worked on trade aspect of various projects
(PMP stock depletion, JPGL Paramount, B&H Trade Plan, JPGL Special, JPGL urban drive)
• Developed hypothesis for DX (distribution excellence) on key symptoms aligned with BAT global business strategy
• Led retail census project for PTC as senior executive in execution phase, ensured quality assurance covering business aspects
• Engagement with global team on sales automation project, explored, tried and implemented solutions for efficient and effective
deployment, liaised with support functions, global team on fit gap analysis, business need, design, development phase and
deployment process in PTC

Established TM&D operations structure in BAT Myanmar, Built Loyalty programs & awareness campaigns on brand portfolio&
Product quality
• BAT & distribution teams training on BAT global expertise, TM&D principles & strategy, Tobacco Business in Myanmar &
Sales operations alignment with BAT global guidelines

Led and managed widespread geography of Lower Sindh & Southern Punjab, positions entailed overall responsibility of sales,
Marketing, finance, Supply chain, HR & admin of respective areas. Overall management of budgets, Sales forecasting, Stock
Management, Resource Management, Distributors management & trade marketing activities in assigned geographies
• Developed sustainable business model in Hyderabad area, at time when industry & company volumes were on declining trend,
successfully achieved positive results against company plan & SPLY performance
• Dealer network deployment in far flung territories, passive / active distribution model for in-accessible and L&O affected towns
of southern Punjab & Sindh
• Managed southern Punjab region as acting regional manager in Q4 2013 when region achieved ever highest sales
• Multan market attained highest market share & highest distribution numbers of premium (JPGL) in 2014
• Demonstrated leadership credentials by mentoring & Training of MTs & new Area managers on BAT business through OJT
and business projects

Central lead for merchandising activities across country, responsible for development of national merchandising strategy and
execution alignment with share of voice, requires coordination with brand agencies, brand teams, finance & indirect procurement on
designs, artworks, campaign plans, ordering & budget requirement
• Developed brand specific units of JPGL, Capstan & Gold Flake (first time in tobacco industry), local adaptation of global
designs
• Successfully executed changeovers campaigns of JPGL, CbPM & Dunhill at national scale
• Developed 3 local vendors as central vendors with state of the art facilities and capability to meet stretching timelines and
ensured uniform pricing of commonly used items across country

Responsible for market trends assessment, product portfolio deployment and brand positioning to deliver company objectives
• Developed channel specific footprints to maximize B2B and B2C opportunities for premium growth, Retain & increase
strategic accounts, ensured ZERO account loss, SOV expansion from 60% to 82% in area of operations

Remodeling of distribution structure in Islamabad area & Chakwal territories
• Resource deployment based on retail Census Methodology ensuring coverage planning on TCP
• Distribution business operations as per DX strategy guidelines, ensured compliance to distribution excellence (DX

Managed merchandising planning, budgets & business controls, vendor development, Trade offers planning, Merchandising team
management, engagement with local authorities, procurement & negotiations, compliance to law in region
• Implementation of BTL activities in line with brand and trade marketing plans, coordination and planning of regional cycle
activities, De-centralized trade promotions, FCPs planning & deployment, team deployment for 121 engagements.