Senior Manager Sales- International
Gulf Air - Sales International markets
Total years of experience :25 years, 5 Months
• 2011 BHD 140 million Senior Manager Sales- International markets
Evolve the business plan and the long-term sales plan of the business unit, in line with the corporate objectives. Devise strategies to achieve the plan.
To monitor the performance of the business unit, with the objective to ensure the delivery of the customer services, enhance market share and maximize revenue and contribution.
Achieved 2011 Sales target for the region
• Reviewed the cost of sales for each Area and took corrective action to reduce cost and achieve efficiency.
• Developed corporate deals with the major TMCS In Europe
• Developed STA traffic by changing the fare structure
• Introduced various campaigns to maintain GF Market share in the market in view of the high capacity deployment by other Airlines and the pressure on the yield.
• Improved GF market share Europe GCC By 15 %
• Coordinated and presented a paper on the implementation of sales force Management system
Gulf Air:
Current Position:
Regional Commercial Manager Middle East &AFrica
1. Develop, recommend, implement and monitor the Regional Business Plan including business priorities, revenue and cost of sales target and Key Performance Indicators for all commercial activity. Ensure clear and robust activity plans are in place and that the results are closely monitored and analyzed to maximize contribution.
Achieved 2010 Sales target for the region
• Increased the premium traffic sales by 25 %
• Focused on Iran and Iraq to support the company's objectives to recover the shortfall from other stations
• Opened new stations, Aden, Addis, Isfahan in 2010
• Reviewed the Manpower in the region to ensure the company's objective is met.
• Restructured Levant schedules to achieve improvement of the yield and network improvement
2 Champion the GF brand values in the region through all sales and marketing activities, especially promotions and those with media involvement, to ensure strong visibility/ communication is maintained within the assigned territory with an aim to increase the regional profile of GF.
2007 -2008: General Manager K.S.A
Responsible for the commercial organisation and to maximize revenue and profit generation via all distribution channels, through the most effective and innovative sales and marketing campaigns through dynamic and effective leadership.
A brand ambassador and ensure Gulf Air is positioned as a professional, high quality and unique airline with the highest levels of customer service to our guests, meeting all legal, Governmental and other requirements and regulations.
In our pursuit to gain direct control on our business have successfully established direct contact with many large and small companies in the area.
• Signed corporate deals with 12 Companies to guarantee about BHD.13 Million businesses during 2008.
• Signed Corporate Travel Agreement with Aramco. About BHD.3 Million businesses is expected from Aramco this year.
• Have successfully concluded two seat sale program and a premium class promotion this year which enabled us to generate revenue 9% more than 2007 till April 2008.
• Have introduce cost saving measures and revenue enhancing measures such as-
➢ Withdrawal of the Agents incentive Scheme which will result in a saving of BHD. 1.5 Million per annum.
➢ increase in refund charges, from 150 to SAR 200
➢ introduction of no-show charges, of SAR 200
➢ Increase in YQ charges, from SAR. 140 OW to SAR 190
➢ reduced excess baggage allowance from 25 KGS per passenger to 10 KGS
➢ Increased MNL fares which will result in additional revenue of BHD 1.5 Million per annum.
➢ Achieved the station Sales Target of BHD.56 Million in 2008.
Saudi Arabia Central & West
• Restructured GF RUH and JED Schedule to be more effective by changing the timings of Wednesday and Sunday flights to suite the customers preference.
• We have also increased JED flights to 14 per week.
2005 -2006: General Manager Lebanon
Responsible for the commercial organisation and to maximize revenue and profit generation via all distribution channels, through the most effective and innovative sales and marketing campaigns through dynamic and effective leadership.
A brand ambassador and ensure Gulf Air is positioned as a professional, high quality and unique airline with the highest levels of customer service to our guests, meeting all legal, Governmental and other requirements and regulations.
A growth of 11.8 % in revenue for the period Jan-June 2006.
• Increased F class uplift by 121 % J class by 17 % and Y class by 8%.
• Created data base for corporate accounts which includes almost 14, 000 companies.
• Signed 19 Active Corporate Agreements for the First time in Lebanon.
• Achieved 4 % increase in Market share.
• Developed new markets DXB/DOH/THR/KRT which achieved a substantial market share.
• Increased Yield from 20Fils to 23 Fils which is an increase of 18 %. This is as a result of focusing on the Premium traffic.
• Improved the distribution by withdrawing all sanctions and filing GF fares in the GDS. This has helped to develop other potential Agents.
• Achieved a saving of USD. 300, 000 being sales cost (PEI payment) to Agents a result of the revision of the PEI Agreement. The new revised Agreements included revenue growth vs the previous year and realistic PEI payment.
• Completed the renovation of the sales office to be in line with GF standard.
• Re organized the sales department and its activities.
2005 - Jan-June: General Manager Singapore
Responsible for the commercial organisation and to maximize revenue and profit generation via all distribution channels, through the most effective and innovative sales and marketing campaigns through dynamic and effective leadership.
A brand ambassador and ensure Gulf Air is positioned as a professional, high quality and unique airline with the highest levels of customer service to our guests, meeting all legal, Governmental and other requirements and regulations.
Recovered the short fall of revenue in Singapore and improved GF distribution.
• Restructured GF fares in the Market
• Achieved a growth of 50 % in revenue.
2004 - 2004: General Manager Pakistan
Responsible for the commercial organisation and to maximize revenue and profit generation via all distribution channels, through the most effective and innovative sales and marketing campaigns through dynamic and effective leadership.
A brand ambassador and ensure Gulf Air is positioned as a professional, high quality and unique airline with the highest levels of customer service to our guests, meeting all legal, Governmental and other requirements and regulations.
Recovered the short fall of revenue in June / July ex Pakistan Nepal by aggressively shifting shares from other Airlines using the MIDT reports.
• Recovered the short fall of revenue in Pakistan and improved the yield
• Restructure GF Schedule and improved connectivity for the main Markets.
2003 - 2003: Manager Sales Development -Asia Pacific
To develop sales Strategies in order to achieve the allocated sales target for the region through the field offices.
1999 - 2002: General Manager Africa
Responsible for the commercial organisation and to maximize revenue and profit generation via all distribution channels, through the most effective and innovative sales and marketing campaigns through dynamic and effective leadership.
A brand ambassador and ensure Gulf Air is positioned as a professional, high quality and unique airline with the highest levels of customer service to our guests, meeting all legal, Governmental and other requirements and regulations.
Improved Yield in East Africa and exceeded the target in 2000 and 2001.
• Reviewed all contracts in east Africa and reduced approximately USD.1.5 Million per annum.
• Developed effective sales team in East Africa and allocated sales target for each agency and sales staff.
• Identified and developed corporate accounts in Bahrain stations in coordination with the sales team.
• Developed sales force activity system in Bahrain station.
• Achieved Asia Pacific Sale target in May, June and July by shifting shares from other Airlines using the MIDT reports and developing the right Sales strategy for each country.
• City University - London: MSC- Air Transport Management
• Bahrain University:: Business Management High Diploma