Commercial Director
TradeDepot
Total years of experience :16 years, 2 Months
Responsibility and Initiatives.
1. Worked with the board of directors to brainstorm and finalize business expansion plan. Developed, presented and managed approval for business and financial plan, organizational structure and organogram, sales and trade marketing plan, brand activation and shopper marketing plan, hiring plan.
2. Led strategic plan with robust initiatives for Unilever International portfolio to drive profitable revenue growth, distributor profitability and trade visibility.
3. Led with HRBP and functional leadership team on transition of existing retail team and hiring of new resources as per assessment criteria
4. Developed country expansion plan with 3 x building block and 3 x KPI based Annual forecast to drive segment and core channel based growth plan
5. Leveraged local sales manager experience and broader expertise of regional manager, national sales operations manager, national key account manager and data analytics team to develop, review and finalize ROI for each town. Managed negotiations and contracts across country.
6. Regional and Route to Market Leadership team managed distributor infrastructure implementation through distributor infrastructure checklist followed by monthly health checks, monthly reviews and action plan.
7. Cross functional collaboration to optimize and deliver operational excellence through strategic Cross Functional Team (CFT) on pricing and promotions, trade finance, supply chain, Tech and HR.
Business efficiency improved through process optimization, tracking and health check by compliance team.
8. People capability development through data and process driven culture. Rolled out sales capability process and on job training to identify distribution sales force execution gaps for appropriate actions and development plan.
9. Data insights and outlet management initiative to track outlet level inventory and facings management reporting for suggestive ordering and focus.
10. Brand launch campaigns with Marketing on CAF Rexona and Detty Decemba AXE. Increase in share of shelf and visibility. 30, 000 Facings achieved in Q1, 2024 for personal care category, which is 17.5% share of shelf.
• Lead trade sales team of 200+ countrywide for increased revenue by 29% via strong KPI performance. 25k outlets coverage from 15k in 2023.
• Managing Business P&L. Optimize product mix to drive profitability from high margin skus.
• Capability development program to enable on-job-training by supervisor to increase outlet addition, productivity and other key KPIs for enabling general trade sales growth.
• Channel based strategic initiatives for strategic alliance partners like Nestle, Pepsi, Coca Cola, Unilever International and others to drive weighted outlets quarterly program 2023.
• Led Unilever International UI Next Level Program to drive 5, 000 modern general stores, convenience stores, pharmacy and cosmetics store.
• Business transformation initiative for effective market management. Online App based process optimization for effective compliance and KPI growth.
• Digital Marketing and trade marketing campaigns for retail activation and growth. Campaign calendar. Execution planner for Trade Channel
• Annual Operational Plan (AOP)
• 5 - 10 Years strategic business plan
* 20+ revenue streams - 750 Bn+
• Negotiations and business feasibility with Hospitality - International Chains (Marriot International)
• Led Group Business Transformation. Process & role mapping
* 235 Roles- 445 Processes - 27 Departments
• Objectives setting - KPIs definition and Tracking Framework
• Digital Transformation. SAP / In-house software - Mobile APP adoption by sales team (650 ppl) - Led BI Division and Business Compliance
• RE Service Launch for end to end buy sell journey. Trainings, Process and Policies formulation. Launch Campaign and Roll Out.
Responsibilities
• Led Annual Commercial Operation Plan / 3 years strategic plans with PepsiCo. 90 Mn Cases Annually
• Led GTM Strategy and distribution excellence programs.
o Pre-Sell expansion to 95% volume contribution business
• Designed and deployed Sales Automation (Hand Held Devices), Secondary sales system up gradation
o 1st franchise nationally to roll out on-field and market visit mobile application for market insights and on-field coaching
o 6 pt Market share increased via consistent compliance and implementation of Pre-Sell and Execution KPIs as well as Trade Initiatives
• Designed sales capability and business development processes for distribution and superior market executions
• Designed and deployed automated controls and online tracking tools
• Data cleansing and route optimization contributing to improved service: 85% strike rate
• Led Trade marketing strategic deployments. Annual Budgeting. 7 Mega Trade Programs in 2018/2019
• 3rd party Census conducted. Channel specific building blocks deployed in 2019 with Implementation plans
• Launched ATU (Advantage Territory University). 1st Pepsi Franchise to receive ATU Certifications nationally
• Launched Train The trainer. Rolled out to 600 people. Through 30 trainers. Online Work-with launched
• Deployed Online Portal (Live tracking) and analytics tools to identify market execution gaps
• Initiated Distribution and Market Health Checks. Process + Infra + People + Market Execution KPIs
• Led zero based budgeting (forecasting) and designed customized incentive calendars.
• Enabled data and performance driven culture through designing and implementing score-cards
• Developed business SOPs, operational policies and Audit Programs
• Led market and distribution audit process and teams
Responsibilities
• Managing team of direct sales, modern trade, Merchanidising and International Key Accounts (ICA), Sales Operations and Audit
• Managing team of 30 people
Achievements
• Highest growth for KHI by 3% over system target in 2015
• TROPHY for 2015 - Best Region Nationally
• 2, 000 outlets expansion in my 1st year of KHI
• Channel expansion for Loose milk and kiryana in KHI
Regional Sales Manager (Jan 2014 to Present)
4 Area Manager Reports
Achievement:
• Highest market share - 74% vs. national 60% in 2014 (June 2014 - AC Nielsen) - 2013 concluded at 66%
• Greatest volume growth by 12% higher vs. Other regions (National was at 0% growth in 2014)
• Introduced successfully 6 KPI model - Rolled out nationally (3 inputs and 3 output model)
• Introduced customer development strategy for small towns (Retail development program - 3 basics reinforcement)
o 25 small towns opened - Town expansion
• Introduced team effective utilization through team performance scorecard - 4 points monitoring
• Project Leader on multiple programs -
o Strategic Development program for Capacity Enhancement-Tarang-H2 2014
o Yearly sales planning. Devised 2 building blocks (KPIs)-Replicated at All 3 Regions- 2014
o Monthly forecasting and weekly outlook - sku wise - town wise - 2014
o Infra optimization and capability enhancement for - Short Term (Vans+SM+Team) - 2013
o Trade development strategy and tactical tools program lead for 2014 framework -
Expansion of trade base + sales slab restructuring
o Shopper engagement program for Olper’s - Part of national strategy for SE
o Cross functional team lead on Tarang - For Activation campaigns (Program mechanics)
o Introduced simple basic monitoring mechanism for VTR Pre- Post Analysis - Trade spend optimization through operating protocol implementation - Protocol replication and review member
o Customer data management and audits - 6 monthly review of PJPs (Tail analysis of beats and outlets)
o Market Cleaning - Fixed Market Returns policy reinforcement into monthly review and audits
o Member - Safe Operations Committee - MSAs and Safety Talks
Designate Regional Sales Manager (Oct 2013 to Jan 2014)
4 Area Manager Reports
Achievement:
• Successful revival of region, pulled by 27% sales growth vs. yearly avg. Team Transformed.
• Improved ISD area contribution in region from 26% to 29% in 2013
• Key Accounts sales increased by 30% plus visibility increased by 101% at reduced cost by -16%
Project Lead - National Retail Chain: Jan 2013 - Sep 2013
Achievement:
• Initiated and concluded 1st ever JBP with CSD (Largest independent retail chain) at a cost 40% lesser then national cost of commercial contract with Modern Trade.
• Business case presentation and project rolled out for USC - Largest government chain.
ENGRO Foods (Dairy and Beverage division) - Islamabad
Manager Sales (Key Accounts, Sales Promotion & Merchandizing)
Manager Sales (Key Accounts, Sales Promotion & Merchandizing)
ISLAMABAD (Feb 2013 - Sep 2013)
ENGRO Foods (Dairy division) - Lahore
Manager Sales (Key Accounts, Sales Promotion & Merchandizing)
May 2011 to date - 26 reports
Regional Trade Segment Development Champion
Jan 2012 to date - 03 reports - 3 Areas-
Business Delivery (2012)
o 2.5 times sq/ft increase at Local Modern Trade - Key Accounts
o Led project to do ice-breaker & negotiate nationally first ever regional contract with CSD HO.
o Presented KAM Methodology in-house in Q-4 2011 for negotiations 2012 with IMT: Case Study Metro.
o 19% volume + vs. LY (Olpers) 05 trader engagement programs (100 to 1000 outlets concept)
o 33% volume + vs. LY (complete portfolio) - Key Accounts
o 11% volume + vs. LY (Olpers) - General Trade
o 1.7 times merchandizing penetration (best store concept) to 500 outlets (A+, A, B & C Outlets)
2011:
o ‘1st position’ in national modern trade competition 2011
o ‘30%’ + then company growth i.e. 73% vs. 2010 (highest volume achieved for UHT, JN e.t.c.
o ‘21%’ + value sales average’ in Q 4 vs. YTD average
o ‘30%’ additional visibility in Q4 2011 - Free-of-cost
o ‘18%’ + route productivity in H2 2011.
o ‘83%’ vs. 71% achieved ‘Asset optimization’ in H2 2011
Strategic Development and Deployment
2012:
o Business management frameworks including A&P, implementation and controls for:
Distribution optimization (introduced 05 KPI’s methodology on behalf of Regional head)
Segment optimization (03 areas): from spread to clusters, from year to quarterly breakups
Key Accounts operational efficiency (regional level) from volume strategy to long term partnership development strategy (service level from once to twice a week)
o Sales Promotion function restructured (3 basis parameters)
o Merchandizing implementation and vendor performance management introduced
2011:
o 2012 Negotiation methodology introduced (variance tools capitalized)
o 2012 Forecasting sales and spend based on (volume, margin and image) strategic classification
o 2011 Restructuring Top-End-Retail business (5 point short term plan)
o 2011 Implementation and Monitoring mechanisms
Category Manager (Beverages & Tobacco) - December 2009 to May 2011 - National level
Responsibilities
Yearly forecasting for national operations: 5 stores: PKR 1100 Million/annum.
Manage 30 suppliers (manufacturers, trader’s e.t.c.) - 6 reports
Business Delivery (2010):
o Negotiated major contracts with improved strategic, operational and commercial plans in 2010
o 28% + mass margin (2010 vs. 2009), 2% gross profit improvement (2010 vs 2009)
o 25% improvement in shrinkage at year-end 2011 vs. 2010 -Best Category year-end 2010
o 3 times lesser stock value at year-end 2011 vs. 2010 -Best Category year-end 2010
o 55% sales growth in 2 of 3 categories - water, juice and syrups categories (PKR 350 Million in 2010)
o 3 new projects in 2010 - Led change and successfully launched:
o Launched first ever Metro brand of Mineral Water - 1st FMCG from Metro brand portfolio
2011:
o Led and negotiated strategic business partnership program (1st time with top 02 beverage MNC’s)
o Resulted in 2% margin increase (PKR 650 Million forecasted turnover in 2011)
o 08 exclusive promotions nationally for 2011 vs. 01 in 2010.
o Led and negotiated business resumption with Tapa Tea (Forecasted Turnover 50 Million)
Strategy development and deployment
2010:
o Developed first ever mass-margin strategy at Metro in 2010: Beverages portfolio
o Developed first 3 years business plan from 2011 to 2013 with 1.5% margin improvement target
o Launched 1st private Label in Dry Food (FMCG)
o Initiated Shrinkage control project in collaboration with Ops - First department of OM
o Initiated alternative sourcing project in collaboration with TGM and Finance - on behalf of OM
2011:
o Devised strategic business framework for beverage portfolio including OST, Implementation & Controls
o Led dry food project for ‘Rolling Forecasting’ - Rolled out across divisions
o Led dry food project for ‘Negotiation’ - Rolled out across divisions
o Led dry food project for ‘Building Blocks’ - Rolled out across divisions
Yearly forecasting for the country wide operations; over 97 sale outlets, valuing over Rupees 4.9 B/annum
Categories:
Food, household, toiletries and Beverages
ACHIEVEMENT
Nominated for TROPHY (Modern Retail Program) by Unilever Pakistan in October 2009.
Received GOLD MEDAL from Dalda Foods (C.E.O) on Nov 14, 2009.
a. First of its kind recognitions for any CSD employee
79% value growth (2008/09) from an average of 10% in last 03 years in Toiletries group to Rupees 700 M. Overall, historic 49% value growth as of June 2009.
Initiative to develop and successfully launched CSD brand for edible oil and fats across Pakistan in the month of Dec 08. Managed 5 P’s.
a. Designed customized BTL activities to build brand equity.
Successfully developed our co-brand with ChenOne Stores in August 2009.
STRATEGIC ALLIANCE & BRAND PENETRATION
Developed business partnerships with traders’, distributors and manufacturers.
Led forward through Target Account Selling in collaboration with suppliers.
a. Initiated coverage plan with distributors/suppliers.
Managing effective trade price discounts and consumer pricing.
Initiated category mapping for category management.
Initiated modern partnership program in light of merchandising principles.
IN_HOUSE COLLABORATION
Providing functional leadership to 35 people (including 6 In-charge sections).
Team lead - Home Fashion and Edible oil and ghee (CSD Brand)
KEY CONTRIBUTIONS
Modern Business partnerships
Brand Penetration
Developed Model Outlets (July 31 2009)
INITIATIVES
Implemented first ever Joint Business Plan with Unilever Pakistan at CSD for 2nd H09.
o Merchandised 4 categories
o 59% value growth
Pricing Strategy.
o Yielded 3.8% additional income advantage initiated in July 2009.
Phased program for strategic product mix development for FY 2010.
Trade Marketing initiatives -
ENVIRONMENTAL CONTRIBUTION
Initiated with 3M co-branded Paper Bags for our selected outlets in Q1Y09.
I have done my MBA from this prestigious institution. I was interested in business education for which, this was the best possible place ; which, in true sense provided me with an opportunity, to interact with people from different cultural and academic backgrounds. This truly led me in my personal development for much aggressive yet respectful professional attitude. .