Regional Managing Director
Royal Sky
Total years of experience :22 years, 6 Months
- Establishing the Group’s vision & strategy, focusing on helping customers and partners grow and achieve a better life, with a clear shift towards tech and innovation
- Structuring the Group, creating and recruiting a clear organization, setting up functional leaders and expertise, Finance, HR, IT, Legal, Group compliance and Governance, Processes & Policies, Business Planning, and optimizing companies’ architecture, deeply changing organizations
- Managing strategic partnerships with the companies’ shareholders and prospects
- Driving the Group’s seeding strategy, exploring different new business opportunities in various fields, resulting in the launch in 2021 of a consulting firm in Giza, Egypt and a cloud kitchen business in Dubai, UAE, and in 2022 of a digital marketing agency in Giza, Egypt
- Running the Group’s businesses, overseeing all areas, functions, and industries: IT & digitalization, Education E-learning, Construction, F&B and cloud kitchen, Consultations and business solutions, Marketing Agency. Achieving a July 2022 YTD top line growth of +161%, and bottom line over +400%
- Developed a 10-year strategy to build sustainable growth, directly leading to a+50% NSV growth in 2019
- Led and grew the scientific, sales and marketing teams from 8 to 30 members, improving processes, planning and execution, expanding distribution from 200+ to 400+ customers, to achieve +40% NSV growth in 4 years in a challenging market environment, and aiming at reaching over USD 30 million in 2020
- Started distribution in Modern Trade, reaching leading positions in 2 categories in the UAE in less than 2 years
- Launched a new digital strategy, with the creation of an e-commerce and incentive schemes to pure players
- Achieved marketing best practices for key brand Royal Canin, on and offline, from merchandising and visibility to events, social media interaction, D2C strategy and online recruitment campaign including SEO and SEM resulting in 20% sales growth in key target product categories
- Built a new marketing team, lead the region planning process, in charge of a total A&P budget of USD 20 million
- Developed regional marketing plans, repositioning West as our key value brand in the GCC, growing its market share +3pp in 2015, and revamping Davidoff through key regional packaging innovation, communication and activation campaigns, leading to an increase of activation strike rate +50%, consideration +10pp and sales +8%
- Managed the confrontational renegotiation of the Jordan production/distribution agreement, resulting in a much closer control of activation’s execution and A&P spending, NSV growth of 30% and Profit growth of 50%
- Initiated a portfolio step-change in Iraq, and built brand equity in Lebanon through innovative activation to achieve record 30% market shares in Iraq and 23% in Lebanon
- Managed the confrontational renegotiation of the Jordan production/distribution agreement, resulting in a much closer control of activation’s execution and A&P spending, NSV growth of 30% and Profit growth of 50%
- Initiated a portfolio step-change in Iraq, and built brand equity in Lebanon through innovative activation to achieve record 30% market shares in Iraq and 23% in Lebanon
- Transformed the distribution partnerships, deeply changing the sales team’s roles and responsibilities, with first handheld CRM, leading to an increase in availability up to +20%
- Improved key brands’ image, through Lebanon and pan-Arab media plans and increased HORECA activation, with A&P yearly budget of USD 4 million, leading in 2008 to record consolidated sales of USD 35 million
- Developed the global duty free marketing plans, including portfolio, activation and communication, growing sales +22% in 2004, and including one yearly activation that was awarded “best Duty Free promotion” by professionals in the world duty free convention in Cannes in 2005
Reworked the full mix to answer the needs of very different consumer profiles, audited & trained the dedicated sales
force of the distributors to increase reach and advocacy, recommended a business model change to accept product
returns, resulting in a 20% sales’ rebound in 2002
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