Sheikh Zaman

Key Responsibilities
• Managing business operations throughout the region including full P&L responsibilities.
• Responsible for Corporate Governance.
• Managed GCC, Singapore, Turkey, & India affiliates.
• Responsible for legal, corporate, operational, finance, controlling contracts, risk management investor relations and Human Resources.
• Identified and established new start-ups in strategic locations.
• Responsible for the creative center for a prominent R&D facility.
• Responsible for planning strategic business objectives against agreed Key Performance Indicators.
• Supported the Global CFO and Global Sales Director.
• Managed a team of 27, overseeing the hiring, training, and professional growth of employees.

Key Achievements
• Delivered organic business growth from $11.4 million to over $46 million in 7 years.
• Generated $1.2 million in annual savings by implementing new processes.
• Initiated and implemented key partnerships which resulted in 9% revenue growth.
• Turned around loss making affiliates into profit centers deliver 14% bottom line growth.
• Implemented a new team on boarding program, reducing training time from 4 weeks to 2.
• Implemented marketing strategies which resulted in a 14% growth of customer base.
• Grew working capital by 30% in 6 months, facilitating continued growth.

Key Responsibilities
• Complete responsibility of P&L.
• Responsible for all contracts and legal agreements with key stakeholders & clients.
• Interpreted financial data and drawing conclusions.
• Analysed operating costs and efficiency.
• Developed the company’s commercial processes including account management and marketing.
• Provided strong leadership and motivation to all departments.
Key Achievements
• Strategic partnership with major financial companies resulting in 22% revenue growth.
• Responsible for driving the growth of revenue and profit margins. Year on Year growth of 17%.
• Implemented reward and bonus schemes for staff performance & competence.
• Achieved 111% of sales target in 2011by delivering a new strategy in underdeveloped markets.
• Improved cash collections by reducing DSO (Days Sales Outstanding) by 50%.

Key Responsibilities
• Overall responsibility for P&L.
• Opened new stores with complete project responsibility for expansion.
• Developed strategic partnership with major brand principles.
• Developed tactical and brand awareness, strategic marketing.
• Ensured financial discipline is adhered to all verticals of the company.
• Recruitment of multi-national staff from different countries.
• Directed a management team of 7, who were responsible for Sales, Shrinkage, Human Resources, Marketing, Buying, Finance.
• Developed and implemented the strategic initiatives of existing and future business activities.
Sourced new vendor channels with value added negotiations to increase margin, marketing premiums, returns policy, discontinued products, margin support and price promise.
Key Achievements
• Maintained a 97% satisfaction rating over a 12-month period for Customer care.
• Exceeded retail sales goals by an average of 17% every quarter in 2009.
• Grew marketing brochure list from 3000 to 45, 000 in 8 months without increasing budget.
• Reduced shipping period from 5 weeks to 3 weeks by implementing computerized inventory.
• Created a 55-page training manual and led bi-weekly training sessions.
• Facilitated the opening of 2 new large format retail stores in Jeddah and Hofuf.

Key Responsibilities
• Jointly responsible for P&L.
• Responsible for successful launch of new stores.
• Primary role was to align people, systems and processes behind retail business goals objectives.
• Work closely with central support business functions.
• Support store and field Management teams creating Centre of excellence.
• Managed and coordinated the development of best practice operational procedures, systems and processes.
• Developed and implemented cost control initiatives.
• Restructured the sales force within the organisation and appointed key managers for the changeover.
• Responsible for supporting Regional Managers in recruiting quality installers.
Key Achievements
• Introduced and ensured a Rewards, recognition process was in place to drive continued improvement of service excellence resulting in a 7% increase in trade customers.
• Rescued a failing project and turned it around to a profit making to be profitable by 37% growth.
• Developed and implemented sales strategy that delivered in excess of 16% growth.
• Reduced time spent on inventory by 20% by reorganizing physical storage of supplies.
• Created a company culture initiative which raised employee satisfaction rates by 25% YoY.
• Chosen to lead team of 15 design project Managers in 2002, with 30% increase in bottom line profit.