Tarak Saddoud

After three years largely involved in the operations, and supporting the growth of the company, the new role of GM is oriented towards the strategic growth and sustainability of the company beyond the classical agency/principal model developed locally in Saudi Arabia. The integration of local services for existing product offering in addition to covering the incorporation of local manufacturing capabilities have been my mandate. Working currently on several M&A opportunities to maximize the in country value and service offering to Aramco.

• Implemented corporate practices in a family business, including policies, processes, KPIs, and cost efficiencies.
• Conducted gap analysis, automated processes, and trained team members to enhance operational efficiency.
• Transformed the back-office department into a strategic business partner, supporting operations effectively.
• Implemented corporate practices in a family business, including policies, processes, KPIs, and cost efficiencies. • Conducted gap analysis, automated processes, and trained team members to enhance operational efficiency. • Transformed the back-office department into a strategic business partner, supporting operations effectively.
Skills: HSE Management Systems · Internal Audits · Team Leadership · Quality Assurance · Business Development · Management · Negotiation · Budgeting · Team Management · Performance Management · Business Strategy · Customer Service · Change Management · Operations Management

Streamlined supply chain processes to boost service quality and operational excellence.

Reorganized supply chain operations, managed logistics, and enforced quality standards.

Directed HR, procurement, and contracts while implementing the JD Edwards ERP system.

Drove a revenue increase from $3M to $40M and expanded the team from 25 to 120 employees.

Managed HR, payroll, tender preparation, and budgeting.

Handled supplier payments, customer invoicing, and bank transactions.